DOCSLIB.ORG

The Impact of Organizational Context on Work Team Effectiveness: a Study Ofproduction and Engineering Teams

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
The Impact of Organizational Context on Work Team Effectiveness: a Study Ofproduction and Engineering Teams AN ABSTRACT OF THE DISSERTATION OF Toni L. Doolen for the degree of Doctor of Philosophy in Industrial Engineering presented on April 6, 2001: Title: The Impact of Organizational Context on Work Team Effectiveness: A Study ofProduction and Engineering Teams. Redacted for Privacy Abstract approved :----...L)- ____ Marla E. Hacker Teams are an integral part of organizations today. This research explored the relationships between nine organizational context variables, team processes, and three measures of team effectiveness. The research was conducted within one business unit of a Fortune 50, high-technology company, Intact production and engineering work teams from manufacturing organizations were the focus ofthe study. A team survey was developed and used to provide team-level assessments of the nine organizational context variables, team processes, and team member satisfaction. Team leader and manager surveys were developed and used to provide independent evaluations of team effectiveness. Correlational and path analyses were used to test for direct and mediated relationships between organizational context variables, team processes, and measures ofteam effectiveness. For the production teams studied, significant direct relationships between six organizational context factors and two measures of team effectiveness were found. The management processes associated with establishing a clear team purpose that is aligned with organizational goals and the allocation of critical resources were both positively related to team member satisfaction. An organizational culture that supports communication and cooperation between teams and the integration of teams was found to have a significant and positive linear relationship with both team leader ratings of effectiveness and team member satisfaction. Organizational systems that provide teams with the necessary information were found to have a significant and positive linear relationship with both team leader ratings of effectiveness and team member satisfaction. Organizational systems that provide teams with the necessary training were found to have a significant and positive linear relationship with team member satisfaction. For engineering teams, the findings support both direct and mediated relationships between seven organizational context variables, team processes, and two measures of effectiveness. Team processes were found to mediate the relationships between six organizational context variables and team member satisfaction. The mediated organizational context variables were resource allocation, support for teams and teamwork, team integration, team-level feedback and recognition, information availability, and training. There was also support for direct relationships between clear goals, team integration, and information availability and team leader ratings of effectiveness. ©Copyright by Toni L. Doolen April 6, 2001 All Rights Reserved The Impact of Organizational Context on Work Team Effectiveness: A Study of Production and Engineering Teams by Toni L. Doolen A DISSERTATION submitted to Oregon State University in partial fulfillment of the requirements for the degree of Doctor ofPhilosophy Presented April 6, 2001 Commencement June 2001 Doctor ofPhilosophy dissertation of Toni L. Doolen presented on April 6, 2001 APPROVED: Redacted for Privacy Redacted for Privacy Head ofDepartment of Industrial and Manufacturing Engineering Redacted for Privacy I understand that my dissertation will become part of the permanent collection of Oregon State University libraries. My signature below authorizes release of my dissertation to any reader upon request. Redacted for Privacy Toni L. Doolen, Author Acknowledgements This journey over the last few years would not have been possible without the support and encouragement of many individuals. I am truly blessed to have had this opportunity to fulfill a life-long dream. To the managers, team leaders, and teams, without your participation this research would not have been possible. Your willing participation and support will not be forgotten. Marla, Ken, Jeff, Eileen, Sabah, and Vic, your support, feedback, and willingness to help have made a difficult journey a journey of discovery. Ken, you have helped me to push beyond the narrow bounds of our discipline to look at the larger purpose of our field. Marla, my advisor, mentor, and friend, from our very first meeting, to our many conversations along the way, you have been instrumental in helping me always keep the end in sight. My family has been my foundation throughout this journey. To my mother, father, Bob, and Karen, your support and encouragement throughout this time mean more to me than I can say. To Garrett, Taylor, and Nicole for making me laugh and smile, and reminding me each and every day what our lives are really all about. Erick, for your never-ending encouragement, support, and constant love I am forever grateful. Even when I doubted that I could or would complete this journey, you have never faltered in your belief in me. To all ofyou - thank you. TABLE OF CONTENTS 1 INTRODUCTION............................................................................................... 1 1.1 Background ................................... , ......................................................... 1 1.2 Organizational Context and Teams .......................................................... 4 1.2.1 Conceptualizing Organizational Context ................................... 7 1.2.2 Operationalizing Organizational Context ................................... 9 1.2.3 Purpose of Research ................................................................. 11 1.3 Research Model ...................................................................................... 12 1.4 Research Hypotheses .............................................................................. 15 1.4.1 Team Purpose and Goals and Team Effectiveness .................... 15 1.4.2 Goal Alignment and Team Effectiveness .................................. 18 1.4.3 Resource Allocation and Team Effectiveness ........................... 19 1.4.4 Inter-team Interaction and Team Effectiveness ......................... 19 1.4.5 Valuing Teams and Teamwork and Team Effectiveness .......... .20 1.4.6 Team Integration and Team Effectiveness ................................21 1.4.7 Team-level Feedback and Recognition and Team Effectiveness ............................................................................22 1.4.8 Information Availability and Team Effectiveness .................... .23 1.4.9 Team Training and Team Effectiveness ....................................24 1.4.10 Team Processes and Organizational Context ............................25 1.5 Research Design Limitations ................................................................. .27 2 LITERATURE REVIEW ...................................................................................29 2.1 Introduction ............................................................................................29 2.2 Groups, Work Groups, and Teams ..........................................................30 2.3 Models of Team Effectiveness ................................................................32 TABLE OF CONTENTS (Continued) 2.4 Team Task .............................................................................................. 34 2.4.1 Task in Kolodny and Kiggundu's Sociotechnical Model ..........35 2.4.2 Task in Hackman's Normative Model ......................................36 2.4.3 Task in Gladstein's Process Model ...........................................38 2.4.4 Task in Sundstrom et al. 's Ecological Model.. .......................... 39 2.4.5 Dimensions of Team Task ....................................................... .40 2.5 Team Composition ................................................................................ .43 2.6 Team Processes ......................................................................................44 2.7 Organizational Context .......................................................................... .45 2.7.1 Organizational Context in Kolodny and Kiggundu's Sociotechnical Model ...............................................................46 2.7.2 Organizational Context in Hackman's Normative Model.. ....... .47 2.7.3 Organizational Context in Gladstein's Process Model ............. .48 2.7.4 Organizational Context in Sundstrom et al. 's Ecological Model.......................................................................................49 2.8 Measuring Team Effectiveness ............................................................... 50 2.8.1 A Comparison of Team Effectiveness Measures ....................... 50 2.8.2 Guidelines for Measuring Team Effectiveness .......................... 54 2.9 A Specialized Model of Team Effectiveness ........................................... 55 2.9.1 Crew Resource Management .................................................... 56 2.9.2 CRM Performance Factors ....................................................... 57 2.9.3 CRM Model and a Process Model of Team Effectiveness ......... 59 2.9.4 CRM Learnings Related to Teams ............................................62 2.10 Summary ................................................................................................65 3 METHODOLOGy............................................................................................. 67 3.1 Organizational and Team Setting ............................................................67 TABLE
Load more

Recommended publications
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • 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).
    [Show full text]
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • 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
    [Show full text]
  • Enhancing Effectiveness of Team Science (PDF)
    THE NATIONAL ACADEMIES PRESS This PDF is available at http://www.nap.edu/19007 SHARE Enhancing the Effectiveness of Team Science DETAILS 280 pages | 6 x 9 | PAPERBACK ISBN 978-0-309-31682-8 | DOI: 10.17226/19007 AUTHORS BUY THIS BOOK Nancy J. Cooke and Margaret L. Hilton, Editors; Committee on the Science of Team Science; Board on Behavioral, Cognitive, and Sensory Sciences; Division of Behavioral and Social Sciences and FIND RELATED TITLES Education; National Research Council Visit the National Academies Press at NAP.edu and login or register to get: – Access to free PDF downloads of thousands of scientific reports – 10% off the price of print titles – Email or social media notifications of new titles related to your interests – Special offers and discounts Distribution, posting, or copying of this PDF is strictly prohibited without written permission of the National Academies Press. (Request Permission) Unless otherwise indicated, all materials in this PDF are copyrighted by the National Academy of Sciences. Copyright © National Academy of Sciences. All rights reserved. Enhancing the Effectiveness of Team Science ENHANCING THE EFFECTIVENESS OF TEAM SCIENCE Nancy J. Cooke and Margaret L. Hilton, Editors Committee on the Science of Team Science Board on Behavioral, Cognitive, and Sensory Sciences Division of Behavioral and Social Sciences and Education Copyright © National Academy of Sciences. All rights reserved. Enhancing the Effectiveness of Team Science THE NATIONAL ACADEMIES PRESS 500 Fifth Street, NW Washington, DC 20001 NOTICE: The project that is the subject of this report was approved by the Governing Board of the National Research Council, whose members are drawn from the councils of the National Academy of Sciences, the National Academy of Engineering, and the Institute of Medicine.
    [Show full text]
  • Team Leadership
    The Leadership Quarterly 12 (2001) 451–483 Team leadership Stephen J. Zaccaroa,*, Andrea L. Rittmana, Michelle A. Marksb aPsychology Department, George Mason University, 3064 David T. Langehall, 4400 University Drive, Fairfax, VA 22030-4444, USA bFlorida International University, Miami, FL, USA Abstract Despite the ubiquity of leadership influences on organizational team performance and the large literatures on leadership and team/group dynamics, we know surprisingly little about how leaders create and handle effective teams. In this article, we focus on leader–team dynamics through the lens of ‘‘functional leadership.’’ This approach essentially asserts that the leader’s main job is to do, or get done, whatever functions are not being handled adequately in terms of group needs. We explicate this functional leadership approach in terms of 4 superordinate and 13 subordinate leadership dimensions and relate these to team effectiveness and a range of team processes. We also develop a number of guiding propositions. A key point in considering such relationships is the reciprocal influence, whereby both leadership and team processes influence each other. D 2002 Elsevier Science Inc. All rights reserved. 1. Introduction Effective team performance derives from several fundamental characteristics (Zaccaro & Klimoski, in press). First, team members need to successfully integrate their individual actions. They have specific and unique roles, where the performance of each role contributes to collective success. This means that the causes of team failure may reside not only in member inability, but also in their collective failure to coordinate and synchronize their individual contributions. Team processes become a critical determinant of team performance, and often mediate the influences of most other exogenous variables.
    [Show full text]
  • Teams in Agile Software Development: Design Principles and Examination of Human Factors
    TEAMS IN AGILE SOFTWARE DEVELOPMENT: DESIGN PRINCIPLES AND EXAMINATION OF HUMAN FACTORS Zur Erlangung des akademischen Grades eines Doktors der Wirtschaftswissenschaften Dr. rer. pol. bei der KIT-Fakultät für Wirtschaftswissenschaften des Karlsruher Instituts für Technologie (KIT) genehmigte DISSERTATION von Karl Werder, M. Sc. Tag der mündlichen Prüfung: 19.05.2017 Referent: Prof. Dr. Alexander Mädche Korreferent: Prof. Dr. Sjaak Brinkkemper (Universität Utrecht) Karlsruhe, 2017 Table of Content Table of Content List of Figures ............................................................................................................................................ III List of Tables .............................................................................................................................................. IV Abbreviations List ..................................................................................................................................... VI Abstract .........................................................................................................................................................1 1. Introduction ..........................................................................................................................................2 1.1. Problem Statement .......................................................................................................................2 1.2. Research Questions and Objectives .............................................................................................3
    [Show full text]