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1
Mathur, Praveen S. M. Massachusetts Institute of Technology. "Managing projects utilizing self-managed teams and managerial toolkits." Thesis, Massachusetts Institute of Technology, 2009. http://hdl.handle.net/1721.1/55222.
Повний текст джерелаАнотація:
Thesis (S.M.)--Massachusetts Institute of Technology, System Design and Management Program, 2009.<br>Cataloged from PDF version of thesis.<br>Includes bibliographical references (p. 77-78).<br>Project Management is an essential function in most software companies today. With increasing complexity and inter connectivity between software projects, it is not surprising that managing such large scale development projects can be expensive and extremely time consuming for the sponsoring organization. In large scale complex software projects the project manager has to ensure that enough resources are allocated to the project and foster an environment of communication and teamwork, but accomplish all this with little authority over the project team. This traditional approach to managing project relies on the skills and experience of a project manager but is fraught with pitfalls that can lead the project in the wrong direction if corrective action is not taken in a timely fashion. Any misstep during the project lifecycle due to scope creep or miscommunication can ultimately push the project to miss deadlines or be over budget. Another alternative approach to software development is using self organizing teams. Free/Open Source software development approach uses the concept of self organizing teams to collaborate at a global scale using communities of developers. The F/OSS paradigm, based on cooperation and collaboration among developers from all over the world, introduces methodologies and development models different from those usually utilized within the proprietary software industry.<br>(cont.) In it, communities of developers and users share a common interest in a project and interact regularly with one another to share knowledge collaboratively solve a common problem. This approach reduces the overhead required in communication and coordination by sharing information with all members of the project and relies on automating some of the essential elements of the project. The thesis synthesizes the use of automated tools as it applies to the project toolkit and uses case studies to understand how F/OSS development approach can be used in organizations to reduce project's dependence on a project manager.<br>by Praveen Mathur.<br>S.M.
2
Barnes, Deborah M. (Deborah Manning). "Information Use Environment of Self-managed Teams : A Case Study." Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc277880/.
Повний текст джерелаАнотація:
This research investigated how self-managed teams get the information they need to perform their job tasks. Two important factors prompted this study: the growing importance of self-managed teams in the workplace and the impact of the information system on team performance.
3
Flax, Stacey L. (Stacey Lynn). "Impact of Interpersonal Skills Training on the Effectiveness of Self-Managed Work Teams." Thesis, University of North Texas, 1994. https://digital.library.unt.edu/ark:/67531/metadc500516/.
Повний текст джерелаАнотація:
The purpose of this study was to determine whether the teams that received interpersonal training would function more effectively as a team than the teams that did not receive training. Individuals from a large division of a major defense contractor in the southern part of the United States served as subjects. Data were collected using the Team Effectiveness Profile designed to measure team effectiveness. This survey measures the overall score as well as five sub-scores. It was hypothesized that the teams that received training would function more effectively than the teams that did not receive training. The hypotheses were not supported. Results were explained, among other things, by the internal and external changes that hampered the transition towards self-managed work teams.
4
Cyphers, Amy E. (Amy Elizabeth). "Isomorphism as a Paradigm for Examining Self-Managed Work Teams and Work Spillover." Thesis, University of North Texas, 1993. https://digital.library.unt.edu/ark:/67531/metadc501273/.
Повний текст джерелаАнотація:
This study investigates the effects of a participative-type management approach termed self-managed work teams (SMWTs) and work spillover into the family environment. The perspective of isomorphism by Aldous (1969), and Rapoport and Rapoport (1965), was used as a paradigm to examine both positive and negative effects of the work-family relationship. A total of 76 employees from the Department of Defense's Quality Division was used in the regression analysis, due to recent transitions into SMWTs. Results reported overwhelming support for the perspective of isomorphism: over 40% of the variation in positive work spillover was explained by SWMT characteristics. Communication with other teams was the single most important factor found to have a significant effect on positive work spillover.
5
Gidlund, Maja. "Measuring feature team characteristics of software development teams." Thesis, KTH, Skolan för datavetenskap och kommunikation (CSC), 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-192371.
Повний текст джерелаАнотація:
This report evaluates the team-structure of three software maintenance teams in order to decide their level of featureness (a term that defines to what extent a team has the quality (the set of characteristics) of being a feature team). Simulations of changes that are expressed as beneficial in an agile environment and that could increase the teams‘ level of featureness within the team structure are performed. The results show that each team‘s level of featureness is affected differently by each change. Partly, this underlines the importance of understanding the current team-structure before implementing changes that aim to increase the level of featureness. And secondly, within the scope of the study, the change where a user expert is declared a team member is concluded as the change that increases the teams‘ level of featureness the most. Based on the results the report also concludes that it is essential to implement changes that affect different, which in combination can increase the level of featureness.
6
Burress, Mary Ann. "Development of a Model of Leadership for Self-Managed Teams in a Greenfield Environment." Thesis, University of North Texas, 1992. https://digital.library.unt.edu/ark:/67531/metadc504541/.
Повний текст джерелаАнотація:
This study identified and defined leader behaviors with two levels of leadership in a self-managed team organization. Job analysis methodology was used. A comparison of task importance values was made within groups and between hierarchical levels in the organization. Identified leader behaviors were compared with effective, traditional leader performance. Qualitative data collected throughout the investigation clarified an integrative model for effective organizations developed from the literature. The model included leader characteristics and team member behaviors when using self-managed teams.
7
Martins-Crane, Lolin. "The Self-Managed Work Team Environment: Perceptions of Men and Women." Thesis, University of North Texas, 1992. https://digital.library.unt.edu/ark:/67531/metadc500806/.
Повний текст джерелаАнотація:
The present study empirically examined working behaviors of men and women within a self-managed working environment. Three models of women and work were studied. Results indicated women exhibited higher levels of job meaning and continuance commitment. The more self-managed production team exhibited higher levels of growth need strength, support from co-workers, continuance commitment, task significance and lower levels of role conflicts. Support teams exhibited higher levels of autonomy and satisfaction with pay. Path analysis, testing a model based on Astin's sociopsychological model indicated direct effects from expectancy to general satisfaction, from gender to expectancy, and task significance to gender. An alternative model showed direct effects between general satisfaction and expectancy, satisfaction with pay, task significance and expectancies, and between satisfaction with pay and teams.
8
Hawkins, Beverley. "Recruitment agents : how to self-managed teams of recruitment consultants negotiate gendered organizational culture." Thesis, Keele University, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.496329.
Повний текст джерелаАнотація:
This thesis contributes to scholarship by providing an account of what it is like to work in the private recruitment industry, a sector which has previously been neglected by researchers. I offer a series of ethnographically-derived insights which explore the frenetic efforts of those working in two self-managed teams, a branch of an international recruitment organization here given the pseudonym 'Strongstaff'.
9
Miller, Carolyn. "Relationship Between Employee Age and Perceptions of Work in Self-Managed Work Groups." Thesis, University of North Texas, 1992. https://digital.library.unt.edu/ark:/67531/metadc501011/.
Повний текст джерелаАнотація:
Derived from sociotechnical systems theory, autonomous or self-managed work groups are a form of work design in which employees are multi-skilled, take responsibility for the group's tasks, and have discretion over the decisions which impact group performance. Previously collected survey data from 602 employees of a southwestern manufacturing firm were examined via factor analyses and multivariate analysis of variance. Significant differences were found for self-managed work group members versus traditional job holders regarding enhanced organizational involvement and enhanced work responsibility. However, there was no evidence of an age effect nor interaction regarding age. This study provides evidence to other action researchers and organizational decision makers that an "older" work force should not be considered a barrier to implementing this type of work design
10
Viehhauser, Andreas. "Self-managed teams as company structure and its effect on motivation,job satisfaction, empowerment and perceived performance." Thesis, Linnaeus University, Linnaeus School of Business and Economics, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-5922.
Повний текст джерела
11
Swart, Jacques. "Leveraging shop floor management to create an organization of self managed people at SA canopy." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/d1013753.
Повний текст джерелаАнотація:
All world class manufacturing organizations have shop floor management in place. Shop floor management principles and tools are utilised to plan and to react in out of control conditions. Shop floor management is also utilised to involve people in decision making and to encourage continuous improvement. Various shop floor management principles exist and are applied differently depending on the nature of the business, however all these principles are present in all the companies researched. SA Canopy currently applies very little or no shop floor management principles. To be able to achieve its objectives and mission set by the new shareholders, shop floor excellence must be achieved. The objective of the study was to establish shop floor management principles utilised by the automotive industry as well as best in class organizations. To achieve this, a comprehensive literature study was performed on shop floor management. A questionnaire and audit schedule was designed based on guidelines in the literature study in order to establish what shop floor management principles are being utilised in the industry. The researcher used random sampling methods in distributing the questionnaire. An internal audit of the companies was conducted to support the responses in from the questionnaires. The opinions of the various respondents were compared with the guidelines provided in the literature survey in order to indentify shop floor management principles which would be suitable for SA Canopy. The following main recommendations were made: In order for SA canopy to achieve its objectives the company needs to develop a mission statement for everyone to work towards; SA Canopy needs to become more customer and supplier orientated. This will improve the overall performance of the business in respect of cost, quality and output; It is important that SA Canopy promotes teamwork so as to create a culture of continuous improvement; Problem solving skills need to be developed in the organization; Roles of Supervision need to be clearly defined and development programmes need to be put in place for supervision; A management process similar to the “Plan, Do, Check, Action “needs to be put in place to ensure effective actioning and monitoring of improvements and performance of stakeholders.
12
Bergman, Amanda, and Mastaneh Mashouri. "Influencing Change : Organizational Change and the Implementation of Self-Managing Teams." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-326340.
Повний текст джерелаАнотація:
Organizational changes are inevitable, yet up to 70% fail. Technological development and competition in a volatile environment require more flexible organizations. As such, implementing self-managed teams (SMTs) has become a more common approach. The fact that SMTs ought to be self-managed has further raised a debate, since it is argued that some form of manager still is required. Therefore, the following research question was proposed; How does the interplay of influences unfold between the manager and the organizational context when implementing SMTs? The purpose of the study is to increase the understanding of how different activities, events and actions during a change process of implementing SMTs influence the manager, as well as how the manager influences the change process of implementing SMTs. The research was conducted by a qualitative, abductive approach based on a case study. The results show that managers influence perceived history of change, control and the SMTs. Managers are influenced by perceived history of change, employee commitment to change, control, and by the SMT. These influences determine how the manager is influenced by, and how the manager influences the organizational change towards the implementation of SMTs.
13
Houglan, Gary D. "The impact of matrix structure and self-managed teams at the Naval Air Warfare Center, Aircraft Division, Indianapolis." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 1993. http://handle.dtic.mil/100.2/ADA276937.
Повний текст джерелаАнотація:
Thesis (M.S. in Management) Naval Postgraduate School, December 1993.<br>Thesis advisor(s): Susan P. Hocevar ; Gail Fann Thomas ; Frank J. Barrett. "December 1993." Bibliography: p. 122-125. Also available online.
14
Knupfer, James. "Increased adoption and efficiency of self-managed teams,through the fulfilment of basic psychological needs (autonomy,competence and relatedness." Diss., University of Pretoria, 2015. http://hdl.handle.net/2263/52424.
Повний текст джерелаАнотація:
Organisational agility is growing more prominent within the banking sector. Performance
of self-managed teams is specified as a component critical to better organisational agility.
The contributing factors, which make self-managed teams, perform so well, are still not
clearly understood. The high rate of failures in organisational change, brought on by
employee resistance to change can also deter the adoption of these teams.
The main objective of this research was to determine whether fulfilling the intrinsic
motivators of autonomy, competence and relatedness described in self-determination
theory, increased the overall willingness to adopt change and a desire to be part of a selfmanaged
team. To a lesser extent, this study sought to determine whether age, gender
and ethnicity could alter the perceived fulfilment of these basic psychological needs. This
research contributes to the academic understanding of self-managed teams and provides
insight into future research in this field.
Using quantitative data, a descriptive research design was followed, with the data
collected through the use of a questionnaire administered in a survey format. The
questionnaire was put to a sample of banking employees in the process of adopting selfmanaged
teams within their organisation.
The results revealed that the more a person perceives that a self-managed team fulfils his
or her need for autonomy, competence and relatedness; the increased desire to be part
of these teams exists, and more openness to adopt the change to a self-managed team.
Further insight drawn from the research shows that age, gender and ethnicity have no
significance to the adoption of self-managed teams. Overall this research demonstrates
that leadership s consideration of the basic psychological needs can greatly increase
chances for success in the change to an agile organisation.
The practical implications of this study were demonstrated in the conclusion of this
research.<br>Mini Dissertation (MBA)--University of Pretoria, 2015.<br>zk2016<br>Gordon Institute of Business Science (GIBS)<br>MBA<br>Unrestricted
15
Leonard, Robert Alan. "The Role of Followership During Periods of Absent Leadership." ScholarWorks, 2014. https://scholarworks.waldenu.edu/dissertations/120.
Повний текст джерелаАнотація:
With a culture focused on leadership, the purpose in this study was to explore untested assumptions about followers and their being ignored as independent productive actors in the workplace. The lived experience of followers and their impact on the success or failure of organizations during periods of absent leadership was explored via 4 independent situations. A qualitative, phenomenological research design based primarily on the theoretical framework of Moustakas and the research design of Patton guided the study. The 3 key research questions were explored with regard to followers during periods of absent leadership: how they respond, what actions they take to fill the void, and the purpose of their actions and reactions. The qualitative data were coded and centered around 4 themes: (a) productivity, (b) morale, (c) direction, and (d) interpersonal behavior during periods of absent leadership. The results indicated that followers did not descend into chaos without leaders, thus refuting a primary conjecture about their assumed workplace behavior. Instead, emergent consensual self-managing teams arose, and this research resulted in a proposed organization-member exchange (OMX) construct for further research to account for the environmental context as a potential substitute to the traditional leader-follower relationship. Social change may occur by increasing efficiencies if additional training is provided for followers to prepare themselves for absent leadership and for leaders to realize the full potential of followers. Attempts at developing self-managed groups to fully utilize the leadership potential might serve to negate negative effects of the departure of a designated leader and promote employee wellbeing as contributing and valued members of the organization.
16
Brolin, Madeleine, Sandra Permerud, and Mattias Vall. "”Det är bara narcissister och diktatorer som inte gillar platta organisationer” : En fallstudie om arbetsmiljö i en medarbetarstyrd organisation." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-64672.
Повний текст джерелаАнотація:
Sammanfattning Titel: ”Det är bara narcissister och diktatorer som inte gillar platta organisationer”- En fallstudie om arbetsmiljö i en medarbetarstyrd organisation Författare: Madeleine Brolin, Mattias Vall och Sandra Permerud Institution: Ekonomihögskolan vid Linnéuniversitetet Kurs: Företagsekonomi III - organisation, examensarbete 15 hp Handledare: Hans Wessblad Examinator: Mikael Lundgren Syfte: Syftet med vår uppsats är att inventera på vilka sätt arbetsmiljön påverkas av medarbetarstyrning. Metod och teoretisk referensram: Studien är en fallstudie av en medarbetarstyrd organisation. Studien har en deduktiv ansats och har antagit en kvalitativ forskningsstrategi då syftet varit att få en djupare förståelse för hur respondenterna upplever sin arbetsmiljö. Studiens datainsamlingsmetod består av primärdata i form av tio semistrukturerade intervjuer. Studiens teoretiska referensram utgår från Krav- Kontroll-Stödmodellen. Slutsats: Vi har kommit fram till att medarbetarstyrning innebär höga krav på delaktighet, engagemang och beslutsfattande. Vår studie har visat att den höga kontrollen som råder i den medarbetarstyrda organisationen kan upplevas som ett krav. Medarbetarstyrning ställer även krav på individen att finnas tillgänglig för att ge stöd åt sina kollegor och individen förväntas att själv be om stöd vid behov. Vi har därmed kunnat konstatera att det sociala stödet är avgörande för att kunna hantera de höga krav och den höga kontroll som råder inom den medarbetarstyrda organisationen. Nyckelord: Medarbetarstyrning, Självstyrande team, Arbetsmiljö, Krav-Kontroll- Stödmodellen.<br>Abstract Title: “Only narcissists and dictators dislike decentralized organizations”- A case study of working environment in an employee controlled organization Authors: Madeleine Brolin, Mattias Vall and Sandra Permerud Institution: School of Business and Economics at Linnaeus University Course: Business Administration III - Organization, bachelor thesis, 15 credit Supervisor: Hans Wessblad Examiner: Mikael Lundgren Purpose: The purpose of our candidate essay is to investigate in what ways working environment is affected by employee controlled organisations. Method: This is a case study of an employee controlled organization. The study has a deductive approach and has assumed a qualitative research strategy with the purpose of achieving a deeper understanding of how respondents perceive their working environment. The primary data has been collected through ten semi structured interviews. The theoretical framework derives from the job demand-control-support model. Conclusion: An employee controlled organization amount to high demands of participation, commitment and decision making. Our study has shown that high levels of control that prevails in an employee controlled organisation can be perceived as demands. An employee controlled organization also postulates that individuals is available to and support colleagues, it is also expected of individuals to ask for help when needed. Accordingly we find that the social support is crucial to be able to handle the high demands and high control of an employee controlled organization. Keywords: Self-managed work teams, Work environment, Demand-Control-Social support model
17
Mealor, Tony UNSW. "Catalysts, Continuity and Change: Workplace Restructuring in the Chemical Industry." Awarded by:University of New South Wales, 1999. http://handle.unsw.edu.au/1959.4/17030.
Повний текст джерелаАнотація:
The thesis describes and analyses a long-term transformative change program conducted at ICI (Australia) Botany Site between the years 1987 - 1997. The change program is unusual in that, after a massive and destructive confrontation between management and the unions, a new collaborative approach to change was developed which led to significant organisational renewal. Change interventions developed in the program have diffused through Australian industry over the decade. The program is analysed within the framework of a theoretical model which describes a path taken towards achieving a capable organisation which can sustain productive performance. The thesis uses evidence from the case to investigate issues of management style, governance, flexibility, 'bundled interventions', productivity, work organisation, downsizing, reward systems, skills acquisition and self-managed teams. A theoretical model of organisational change is developed which suggests how the treatment of these contingencies can lead to organisational capability.
18
Tapsell, Jane. "Change processes and team implementation : strategic and operational issues." Thesis, University of Sheffield, 2001. http://etheses.whiterose.ac.uk/14467/.
Повний текст джерелаАнотація:
This is a study of the organisational change to self-managed team working in UK-based manufacturing organisations. There are few models to guide research into the organisational change to team working and this study focuses on the under-researched area of the implementation process. Descriptions of team development models imply a smooth, linear change process. Yet this strategic change involves major restructuring at an operational level and in reality is a complex and political transition process that unfolds in unpredictable directions. This research proposes a processual framework to explore team development and to increase understanding of the ways in which this transition is shaped at critical junctures. This research was based on case study data collected over periods of up to five years in four brownfield, manufacturing organisations. This data provided detailed illustrations of the major challenges facing organisations in the transition to self-management. Specifically, the research findings indicated that the change to self-managed team working was an unfolding, non-linear process and that its success was shaped not only by the congruence between team design and production setting, but also by the congruence between new work structures and supporting organisational arrangements. Senior management commitment was pivotal to the success of the change process, as were clear definitions of operational roles and required actions and behaviours. Finally, the research indicated the importance of key players adopting appropriate change-driver roles and of paying attention to political tensions and perceived threats associated with changes to traditional role demarcations. This research increases understanding of the implementation and development of self managed work teams at an operational level and the results may be of considerable practical use for organisations in determining their strategies for organisational change and development.
19
Dwyer, Michael Edward. "Impact of implementing a self-managed work team on high sales force turnover and low productivity : a field experiment." Thesis, Swansea University, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.607454.
Повний текст джерела
20
Yazid, Zaleha Binti. "Exploring the effects of conflict towards the social dynamics of the self-managed project team (SMPT) in small and medium sized knowledge intensive firms (KIFs)." Thesis, University of Strathclyde, 2012. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=17008.
Повний текст джерелаАнотація:
This study focuses on exploring the effect of conflict towards the social dynamics of the self-managed project team (SMPT) in small and medium sized knowledgeintensive firms (KIFs). Literature suggests that the implementation of SMPTs not only increases productivity in organisations but also contributes towards increasing employees’ involvement as the team is being managed by the team members rather than a formal leader who exists within the team. The team process involves people in different areas of expertise working together resulting in different opinions and views that are likely to cause conflicts. Thus, it is crucial for organisations to create understanding on the role of conflict and how it is managed within the SMPT in order to ensure the successfulness of this particular type of team. This study contributes to the understanding of how the SMPT is being influenced by different types of conflict and their management strategies as well as the extent of external leader involvement in conflict situations. This longitudinal study comprises of evidence collected through semi-structured interviews involving face-to-face interviews and weekly telephone interviews for twelve weeks with the managements and team members from six SMPTs in three small and medium sized KIFs in Malaysia. The in-depth exploration of conflict occurrences in SMPTs reveals the interrelatedness between different types of conflict as well as different approaches of conflict management strategies being adapted by SMPTs. The evidence suggests that over time, the positioning of external leaders in SMPTs change as a result of how conflict is managed. These empirical findings are developed into proposed models of the transformation of SMPTs.
21
Skinner, Matthew Charles 1980. "Self-managed team implementation : deploying team based work design concepts in a unionized organization." Thesis, 2010. http://hdl.handle.net/2152/ETD-UT-2010-08-1670.
Повний текст джерелаАнотація:
The twentieth century shift from the industrial society to the knowledge society must be met by a transition in management of human capital. This thesis seeks to design an implementation method based on goal-setting theory and other team based work designs that can be deployed by anyone in the company. The model accounts for the two largest barriers to successful implementation, management and labor unions. The new model is strengthened by a bottoms-up approach, on-the-job development of teaming skills, and inclusion of the labor union at the earliest stage possible.<br>text
22
Chen, Hsien-chang, and 陳憲昌. "A stuy of factors affecting self-managed work teams performance." Thesis, 2002. http://ndltd.ncl.edu.tw/handle/12685513926786358836.
Повний текст джерелаАнотація:
碩士<br>國立政治大學<br>行政管理碩士學程<br>90<br>二、英文摘要
On the influence of the fast-growing technology and the quick-moving globalization in the recent years, most of organizations have faced many a challenges. The traditional vertical hierarchical system no more lead the organizations to the expected stability as used to be; on the contrary, it has brought out the need of the organizational change.
The traditional organization structure has been made up of functionally specialized in stability and strict system. It regarded individual as a tiny screw to the huge machine. Such a structure resulted in the restraint of power for both of the organization itself and individual to fully functioning. Because of the changes of the social environment, organization has faced the need of change on its structure. The increasing rates of knowledge, the more getting approach of concentrating on the personal value plus the boundary-less virtual organization coming up, all of these have caused the management to have to work out new strategy in order to make necessary adjustments to adapt to the change and uncertainty.
Facing the challenges of keen competition, more and more managing levels have tried to break the chains of traditional vertical hierarchical patterns and to redesign the flexible organization structure as a substitute. To take the concept of “team” as a basic unit in the organization is getting impressive. Management reassign staffs’ mission for having their involvement and making them to reach the highest levels of their capabilities. The management have sensed the daily challenges are with great diversity and complexity. They realize the solution can only come from collaboration. Thus, to build up a high performance team turns to be the organization’s No.1 goal. With the individual in the team appreciating each other’s specialty, maximizing each other’s potential, focusing on solidarity and integrated, sharing competence, enjoying working together with other team members by means of well-interaction with each other,“team”achieves the mission given much easily.
The mature of team experience and high performance team is “Self-Managed Work Teams”（SMWTs） The research showed SMWTs could create a high performance teamwork pattern. This kind of structure emphasized the sharing competence, mission reassignment, communication, coordination, collaboration, mutually building up future vision and meeting customers’ satisfaction.
To research into the causes of a high-performance SMWTs, we reviewed, assembled, and analyzed the related articles about the cause of SMWTs, its main features and benefits to the organization. From what we collected, we concluded factors in developing a good or bad SMWTs performance. We checked up on the actual case and affirmed the factors that could affect the performance of SMWTs. Last but not least, we intend to make some suggestion about how to run a high performing SMWTs, how to make it work effectively and strategically, and to specify what to do and what not to. Through the information, management, either in private enterprises or government organization, will get a clear picture on a team-building and team-working; furthermore, take them as a reference to build up their own SMWTs pattern when they need to.
23
Huang, De-Jhong, and 黃德仲. "The effects of profit sharing, organization, and leadership on self managed work teams - Case study on Company A." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/20947585306974478531.
Повний текст джерелаАнотація:
碩士<br>國立成功大學<br>經營管理碩士學位學程<br>97<br>It is over 20 years since Taiwan developed the industry of LCD. Yet, it sees its boom just in recent years; more specifically, it prospers in 1997 when it was the year of Asia financial crisis and in 1998, Taiwan starts investing enormous money into the trans- century industry. Seven factories announced that they would involve themselves in the production of large- type TFT-LCD; simultaneously, the
components and other TFT-LCD supply chain will follow suit, making Taiwan TFT-LCD market prosperous.
As far as the case is concerned, it does not lay emphasis on the cost- leadership in the competition strategy; in order to get the relative advantage cost, it has to continuously invest a large amount of fund. In case the company encounters the economic recession (the best example is the Financial Crisis in 2008), it might be bankrupt for the heavy burden of bank loan, causing capital shortage at the same time. Thus, the strategy it takes is to focus on obtaining the route of the brand with higher added value in the smiling curve, not on the assembly manufacturing which
they are good at. Besides, they do not expand their business until the percentage of market share is higher than the production capability of their own factories. This
operating strategy is various from other counterparts in Taiwan, and in the meantime, no once can value whether the strategy is good or not.After all, it is no picnic running a enterprise.
「Self- managed work teams」mentioned by our graduate school is based on a certain theory. With the increase in the independence of employees and the spread of being endowed with concept of management, the community of enterprises find self- management behaviors significant factors to elevate industrial competition(Manz& Sims, 1987;Stewart & Manz, 1995；Ray & Bronstein, 1995；
Nicholls, Lane, & Brechu；1999). Teams with self-management behavior are able to be agile to cope with the most tough challenges, which is conducive to the team’s achieving its goal.
The research is aimed to hand out questionnaires to employees of different levels as well as cross- areas of factories of the case-researching company. Meanwhile, we conduct survey on whether there are varieties in forming vital factories of self- management between the academic community and the caseresearching company. According to the consequence of the research, it is not difficult to discover that the obvious variety is in the way of organization-reforming, not in the recognition; moreover, the analysis on different levels of employees, it seems that the employees with high status will put much more stress on organization- reforming than ordinary employees. As for the overall comparison between the community of academy and case- researching company, we do not find any apparent varieties in both of them.
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Yang, Seung-Bum Guy Mary E. "The diffusion and effectiveness of self-managed work teams (SMWTs) in municipal management a combined model of institutional and behavioral approaches /." Diss., 2006. http://etd.lib.fsu.edu/theses/available/etd-04072006-180934.
Повний текст джерелаАнотація:
Thesis (Ph. D.)--Florida State University, 2006.<br>Advisor: Mary E. Guy, Florida State University, College of Social Sciences, Reubin O'D. Askew School of Public Administration and Policy. Title and description from dissertation home page (viewed June 15, 2006). Document formatted into pages; contains xiv, 196 pages. Includes bibliographical references.
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La, Porta Louisa Carlotta. "Why some teams work better than others: An investigation of voice, TMS and leadership on team performance." Master's thesis, 2020. http://hdl.handle.net/10071/20694.
Повний текст джерелаАнотація:
Teams have become the standard way of working in organizations and therefore the question
of what differentiates highly performing units from other teams has attracted much research
attention. Especially the utilization of knowledge such as team members sharing their
knowledge and the awareness of other members’ expertise can be decisive for team
performance. Looking into the relationship between team member’s behaviors, team
cognition and self-management encouraged by the leader, this study connects three streams of
literature, namely voice, TMS and leadership, to reach a better understanding how these
interact and impact team performance. Specifically, in this study, we investigate the
mediation role of TMS in the relationship between voice and team performance, and whether
the leadership function of promoting team self-management moderates this relationship. A
sample of 46 consulting teams has been analyzed through a moderated mediation model
without finding support for the full model. However, this multi-level research showed that
voice is positively related with performance but that the relationship between TMS and
performance is less clear and depends on the extent to which leaders encourage the team to
manage itself. In light of findings on both the individual and organizational level indicating
that voice can have positive effects, this research extends the literature in terms of the
applicability at the meso level. Also, further light is shed on the interaction between team
cognition and team leadership warranting further research. Practical and theoretical
implications of the findings and potential questions for future research are discussed.<br>O trabalho em equipa tornou-se padrão no trabalho nas organizações, portanto, a questão do
que diferencia unidades de alto desempenho de outras equipas atraiu muita atenção para o seu
estudo. Especialmente a utilização de conhecimento, como, a partilha de conhecimento de
membros de equipa e a consciencialização da perícia de outros membros, como fator decisivo
para o desempenho de equipa. Analisando o relacionamento entre comportamentos de
membros de equipas, a noção e a auto-gestão de equipa incentivados pelo líder, três fontes de
literatura, nomeadamente a voz, TMS e liderança, estão relacionadas com uma melhor
compreensão de como interagem e afetam o desempenho da equipa. Especificamente, o efeito
da voz no TMS e no desempenho de equipa foi estudado com o moderador gestão de equipa
autónoma. Uma amostra de 46 equipas de consultoria foi analisada por meio de um modelo de
mediação moderada sem encontrar suporte para o modelo completo. Todavia, a pesquisa em
diferentes níveis mostrou que a voz está positivamente relacionada com o desempenho, mas a
relação entre o TMS e o desempenho é menos clara, dependendo da extensão em que os
líderes incentivam as suas equipas a gerirem-se independentemente. À luz dos resultados, a
nível individual e organizacional, é indicado que a voz pode ter efeitos positivos, aplicando-se
à literatura em termos de nível meso. Adicionalmente , contribuições feitas para melhor
entendimento da interação entre noção e liderança de equipa que merecem mais pesquisa. São
discutidas implicações práticas e teóricas dos resultados e possíveis perguntas para futuras
pesquisas.
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ČERMÁK, Jan. "Vztah vývojových fází podniku a změn organizační struktury ve vybraném podnikatelském subjektu." Master's thesis, 2008. http://www.nusl.cz/ntk/nusl-48291.
Повний текст джерелаАнотація:
The theoretical part of the dissertation focuses on the describtion of the modern trends in the development of the organizational structure of the company and specific evolutionary phases of the entrepreneurial subject. The practical part is based on the application of the skills obtained in the theoretical part on the particular entrepreneurial subject, the ASECCO company.
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Chen, Ying-Tsung, and 陳穎聰. "A Case Study on The Implementation of Indicators for The Self-managed Team." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/89730338648284274328.
Повний текст джерелаАнотація:
碩士<br>國立臺灣科技大學<br>工業管理系<br>93<br>Recently, the self-managed team has been recognized as the most flexible and high performance organization in the rapid chaning competition environment. Comparing to the traditional multi-level and multi-functional organizations, self-managed team gives employees a coplace cooperation opportunity, to have employees from different necessary disciplines, to motivate employees by empowerment, commitment, and involvement. Thus, it can employ the ideas of parallel, concurrent or synchronous operations, to gain trenmendous flexible and speed competition advantages.
In this study, a case company in electroic manufacturing industry is selected as the research subject. Self-managed teams are designed to replace the traditional multi-functional organization. Each self-managed team corresponds to a particular order from individual customer. The life cycle of a self-managed team can be separated into 7 milestones from the initiation of designing activities to finally stop production of the product.
The team forming process begins from the designing of organization and strategy planning. The research results not only can be a good reference to the real-world practitioners, but also provide a first-hand transition experience to the implementation of a self-managed team.
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Joubert, Christiaan Gerhardus. "Tracing the impact of self-directed team learning in an air traffic control environment." Thesis, 2007. http://hdl.handle.net/2263/26145.
Повний текст джерелаАнотація:
The aim of self-directed team learning initiatives is to provide a further level of defence against an eventuality by ensuring that air traffic controllers are aware of the sources of human fallibility, and by developing in the individual controllers and air traffic control teams the knowledge, skills and attitudes that will result in the successful management and containment of inadvertent error. To gain a deeper understanding of self-directed team learning, I investigated the role and contribution of self-directed team learning principles and strategies that were present in the South African Air Force air traffic control team-based work environment. This research study was directed by the following primary research questions: Does self-directed team learning impact on the air traffic control work environment, and what is the nature of self-directed team learning’s impact on the air traffic control work environment? Insights gained as a result of this study contributed to the body of research concerned with learning design, development, implementation and evaluation by self-directed teams as well as the air traffic control discipline. In this mixed-method study quantitative data collection was performed by means of a self-directed team learning questionnaire and a learning approach questionnaire, whereas qualitative data collection relied on individual interviews and focus group interviews. This study involved 25 South African Air Force air traffic controllers (from three operational air traffic control centres). The nature of self-directed team learning’s impact on the air traffic control work environment was illustrated by individual and collective (team) views and dynamics. The impact of air traffic control team performances was traced in terms of identified teamwork characteristics, activities, dynamics, performance measures and focus areas and reflective practices. Results of this study indicated that self-directed team learning offered opportunities to individuals and teams to influence air traffic control performances in an air traffic control work environment. A perceived positive relationship between self-directed team learning and air traffic control operational outputs could be traced. Lastly I concluded that self-directed learning by air traffic control teams had an impact on air traffic control operational outcomes, thus contributing towards a critical air traffic control goal – aviation safety.<br>Thesis (PhD (Currriculum Studies))--University of Pretoria, 2009.<br>Curriculum Studies<br>unrestricted
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Bruyns, Hennie 1959. "Organisasievernuwing : 'n penologiese perspektief." Diss., 1999. http://hdl.handle.net/10500/18505.
Повний текст джерелаАнотація:
Summaries in Afrikaans and English<br>Die tradisionele benadering tot bestuur het die Suid-Afrikaanse korrektiewe sisteem sedert sy
ontstaan gedomineer. Die vraag wat ontstaan, is of daar enige praktiese, werkbare
altematiewe is, veral omdat die huidige strategiese ingesteldheid, argitektuur en menslike
hulpbronne onder verdenking is.
Hierdie navorsing bevestig die vermoede dat 'n nuwe benadering tot strategie, struktuur,
kultuur, bestuursfilosofie, werkspraktyke en mense te voorskyn kom en dat dit alleenlik
gemobiliseer kan word deur organisasievernuwing.
'n Penologiese sisteem wat 'n deelnemende bestuursbenadering aanvaar, sal as 'n wereldleier
geklassifiseer word.<br>The traditional approach to management has dominated the South African correctional system
since its conception. The question arises whether there are any practical workable
alternatives, especially as the present strategic intent, architecture and human resources are
under suspicion.
This research confirms the supposition that a new approach to strategy, structure, culture,
management philosophy, work methods and people is emerging and that this approach can be
enabled only by organisational renewal.
A penological system that adopts a participative management approach would be classified as
a world leader.<br>Penology<br>M.A. (Penology)