Purpose
– The purpose of this article is to resolve my aversion to the concept of teamwork.
Design/methodology/approach
– Opinion.
Findings
– There is a difference in how I perceive different groups ...referred to as teams, and in how I think each of those would function in a library setting.
Originality/value
– In a literature search about disliking teamwork or the word team, I found little to address my reaction to the concept, either in libraries or in the greater work world. The articles or editorials I did find had more to do with particular teambuilding exercises.
Purpose - The paper seeks to demonstrate an intrapreneur-led three-phase model of innovation based on understanding the relationships between service delivery and product development thought, and the ...application of intrapreneurial-focused teams in the healthcare and manufacturing industries.Design methodology approach - The research proposes a model that starts with effective teambuilding within an intrapreneurial context, then encompasses the relationship between service and product as a platform for the development of more effective innovation. A two-part qualitative case study provides insight and understanding of the model's application within both service and manufacturing environments.Findings - Investigating service delivery shortfalls with effectively developed intrapreneurial teams leads to new and or improved services. New service developments in turn lead to the development of new products. An action research model based on Deming's PDSA (plan, do, study, act) cycle determines the point of departure for each stage of innovation. The PDSA cycle provides a method for combining innovation, knowledge development and management.Practical implications - Current approaches focus on the characteristics of intrapreneurs rather than on the linked activities that lead to successful product service innovation. Important issues such as how teams progress through the stages of service and product development are not usually considered. As a consequence, there is little in the extant literature to guide prospective intrapreneurs or organisations.Originality value - Little research has been conducted into how intrapreneurship occurs in organisations. This paper provides insight into how intrapreneurship functions through new service and new product innovations in both the service and manufacturing sectors.
Team building a 3dimensional teamwork model Yeh, Elizabeth; Smith, Charlene; Jennings, Claretha ...
Team performance management,
07/2006, Letnik:
12, Številka:
5/6
Journal Article
Recenzirano
Purpose The purpose is to introduce an innovative team model explaining the context and process of teamwork in an organization. Designmethodologyapproach The paper illustrates a unique structure of ...teamwork as a transforming process in the organization. Findings The 3dimensional teamwork model is adapted from the Belbin Team Role model, Andia's team pyramid model, Thompson et al.'s team process evolution model, and original works of the authors as a doctoral learning team with the University of Phoenix. Research limitationsimplications The team model is supported with a narrative explanation in four research areas relevant literature on the concept of team models model qualities model application and a benchmark outline for leadership to adapt the 3dimensional teamwork model according to their organization need. Originalityvalue Introduces an innovative teamwork model.
Purpose - The purpose of this paper is to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design methodology ...approach - This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.Findings - The paper finds that the global nature of business today means that products evolve into commodities much quicker and differentiation becomes even harder to achieve. As a result, companies believe more than ever that innovation holds the key to survival and prosperity. However, innovation obviously poses challenges of its own. Not least is the incessant nature of the process. Any organization with serious ambition to keep competitors at bay must therefore ensure that each breakthrough is quickly followed by another. Those taking their foot off the accelerator can quickly get left behind. There is no doubt that innovation is instinctive behavior within certain companies. Such aptitude does not emerge overnight, however, and won't develop at all unless the right structures are put in place.Originality value - The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.
Purpose In a worldwide environment strongly influenced by the issues and perspectives of globalization, internationallybased business firms must be focused on transformational leadership teambuilding ...across the cultural boundaries with which they are involved. The purpose of this paper is to juxtapose the leadership dimensions and national culture dimensions, and particularly to explore one aspect of that transformational leadership teambuilding process, the application of the key paradigm of leadership style balance and support within the parameters of an operational team. Designmethodologyapproach Based on a literature review the paper identifies four basic leadership styles, the strengths and weaknesses of each of the styles are identified, communication preferences are discussed, primary backup styles that come into focus due to high levels of stress are analyzed, and the allimportant skill of style flex is described. These dimensions will be examined in association with the case of UnitedTel Ltd a pseudonym, and also include observations relating to the authors' experiences in several other arenas that have been encountered in management and consulting activities. Findings Two interactive dimensions at the heart of a leader's behavior assertiveness and responsiveness are foundations of that person's leadership style. The basic interactive dimensions of assertiveness and responsiveness thereby form the two axes of the framework of the leadership styles paradigm and the four primary quadrants, which represent the four leadership styles analyzer, director, creator, and connector. Research limitationsimplications The paradigm of leadership styles can be a valuable tool for the further research, and understanding of, the process of transformational teambuilding across cultural boundaries. Practical implications Importantly, it is not enough just to understand one's leadership style or the style of others in a leadership team one must also exercise style flex that can enable the parties to function in a mutuallybeneficial situation congruent with the needs of the individuals and the organization. Originalityvalue The leadership styles paradigm can be a very important reference point in the process of transformational teambuilding across cultural boundaries. An interesting view and contribution of the paper are the way that the leadership styles and cultural dimensions can be linked.
The purpose of this ethnographic case study was to understand the impact of participation in an inclusive 3-day rock climbing trip on the group dynamics of seven participants ages 10-14 years that ...included a 13 year old male diagnosed with High Functioning Autism. The five stage model of group development (Tuckman, 1965; Tuckman & Jensen, 1977) was used as the lens to guide the design and data analysis of the study. Not withstanding the limitations of this study the findings suggest that the participants in this 3-day inclusive rock bonded as a group over the duration of the experience. The catalyst for the change in group dynamics on this trip was the explicit teambuilding session conducted by the trip leaders. Recommendations are provided to help to facilitate positive group dynamics within inclusive groups.
Orientation: Changes in business environments have resulted in a need for the development of innovative teams. Improvisational theatre as a technique could contribute to the understanding of how ...individuals can work together and be innovative. Research purpose and motivation: This study evaluates the influence of a team development intervention utilising improvisational theatre exercises on innovative work group climate. Research design, approach and method: A quasi-experimental non-equivalent control group design was employed with an experimental group and a control group from a healthcare managerial division. Main findings: Repeated-measures ANOVA results indicated that for innovative work group climate as a whole, as well as for three of its factors, namely participative safety, vision, and task orientation, the experimental group's scores improved significantly (p < 0.05). Support for innovation did not show significant differences. Practical/Managerial implications: This research has shown that improvisational theatre is a team development tool that can be used to assist work teams in creating a climate for innovation. Contribution/value-add: This study extends the body of knowledge in the field of team building and highlights the contribution that improvisational theatre can make toward the development of work teams
This paper describes a research program, spanning three decades, on the development of a model of leadership style - specifically, the form and degree to which managers should involve team members in ...decision making. The model distinguishes five levels of participation and, in its current form, 11 situational factors which influence the effects of participation on decision quality, implementation, time, and team development. Pencil and paper and computer-based representations of the model are described and compared. Finally, the paper concludes with a discussion of the use of the model in management development. Based on experience in training managers in many countries around the world, the author argues that didactic expositions of the model are largely ineffective in producing behavior change unless accompanied by experiential activities which enable managers to examine their own implicit assumptions about the consequences of sharing their decision making power.
Purpose - This paper targets the development of comprehensive approaches to prequalifying teams for Public Private Partnerships (PPPs).Design methodology approach - Research outcomes from a study ...into "relationally integrated project teams" (RIPTs) were applied to necessarily longer-term PPP scenarios. A force field model was developed to visualise the importance of stronger relational forces between the many PPP participants for "sustainable RIPTs" (SRITs). A framework was conceptualised to show linkages from relational contracting approaches, through sustainable relationships to sustainable infrastructure. This framework and a basic model for evaluating relational performance, were assessed by a panel of international PPP experts.Findings - The results encouraged the collection of factors facilitating successful relationships to build the proposed knowledge base. Literature review and initial interviews provide examples of priorities and lessons learned in relationship building in ongoing PPPs.Research limitations implications - Being an integrative theory-building type exercise bringing together relational contracting, teambuilding and PPP performance research streams, this paper summarises and refers to, rather than provides details of, feeder research. Fleshing out the conceptual framework and model will next proceed beyond the initial testing and sample knowledge elements conveyed herein.Practical implications - Selecting good teams is essential for successful projects, and more so for PPP projects, given their complexities and longer timeframes. Increasing reliance on PPPs for infrastructure development and asset management enhances this significance.Originality value - Synergies are derived from linking relationship-building and sustainability thrusts in the context of PPP performance. Concepts of "sustainable relationships" and "sustainsivity" (sensitivity to sustainability issues) are introduced.
The new edition of the Chartered Management Institute's Open Learning Programme has been updated to include the latest management concepts and methodologies. It includes current management concepts, ...the changing legal framework in which managers operate and the impact of technology in the work environment. The scope of the workbooks has been broadened to enable more generic and stand-alone use of the materials Each workbook has a new introduction that places the subject area within the context of the managerial role and the end of each section now has a learning summary. The final summaries from the first editions have been replaced with a section entitled Toolkits for Busy Managers that includes links to other workbooks in the series, links to relevant BH / CMI textbooks, further reading, website addresses, and trade journals User & mentor guides are now a downloadable resource from BH website.
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