|
Autonomous Work Group
In business management, an autonomous work group is a group encouraged to manage its own work and working practices. Definition A. Rao, N. Thorberry and J. Weintraub define autonomous teamwork as "groups of independent workers, who regulate much of their own task behaviour around relatively whole tasks. This kind of groups are also generally allowed to select and train new members, set their own work pace, supervise most of their own activities and often trade jobs among themselves" We can distinguish semi-autonomous and autonomous teams. The difference is the degree of autonomy of the group. Nowadays, more and more companies are employing (semi-) autonomous work groups, such as companies in the automobile industry, mass distribution sector, and start-ups. To succeed and perform its tasks, a (semi-) autonomous team needs: * Communication and coordination: team members have to transmit all the information to each other in a common language; good coordination between team members ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Incrementalism
:''In politics, the term "incrementalism" is also used as a synonym for Gradualism.'' Incrementalism is a method of working by adding to a project using many small incremental changes instead of a few (extensively planned) large jumps. Logical incrementalism implies that the steps in the process are sensible. Logical incrementalism focuses on "the Power-Behavioral Approach to planning rather than to the Formal Systems Planning Approach". In public policy, incrementalism is the method of change by which many small policy changes are enacted over time in order to create a larger broad based policy change. Political scientist Charles E. Lindblom developed this theoretical policy of rationality in the 1950s as a middle way between the rational actor model and bounded rationality, as both long term, goal-driven policy rationality and satisficing were not seen as adequate. Origin Most people use incrementalism without ever needing a name for it because it is the natural and intuit ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Teamwork
Teamwork is the collaborative effort of a group to achieve a common goal or to complete a task in the most effective and efficient way. This concept is seen within the greater framework of a team, which is a group of interdependent individuals who work together towards a common goal. The four key characteristics of a team include a shared goal, interdependence, boundedness and stability, the ability to manage their own work and internal process, and operate in a bigger social system. Basic requirements for effective teamwork are an adequate team size. The context is important, and team sizes can vary depending upon the objective. A team must include at least 2 or more members, and most teams range in size from 2 to 100. Sports teams generally have fixed sizes based upon set rules, and work teams may change in size depending upon the phase and complexity of the objective. Teams need to be able to leverage resources to be productive (i.e. playing fields or meeting spaces, sch ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Input–process–output Model Of Teams
The input–process–output (IPO) model of teams provides a framework for conceptualizing teams. The IPO model suggests that many factors influence a team's productivity and cohesiveness. It "provides a way to understand how teams perform, and how to maximize their performance". The IPO model of teams is a systems theory, as it rests on the assumption that a team is more than one-to-one relationships between variables, and more than the sum of its members. It suggests that there are interactions and feedback between many contributing factors. Inputs are the conditions that exist prior to group activity, whereas processes are the interactions among group members. Outputs are the results of group activity that are valued by the team or the organization. Inputs Inputs include any antecedent factors such as organizational context, task characteristics, and team composition that may influence the team itself, directly or indirectly. As written by Forsyth (2010), inputs can include ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Team Development
Team building is a collective term for various types of activities used to enhance social relations and define roles within teams, often involving collaborative tasks. It is distinct from team training, which is designed by a combine of business managers, learning and development/OD (Internal or external) and an HR Business Partner (if the role exists) to improve the efficiency, rather than interpersonal relations. Many team-building exercises aim to expose and address interpersonal problems within the group. Over time, these activities are intended to improve performance in a team-based environment. Team building is one of the foundations of organizational development that can be applied to groups such as sports teams, school classes, military units or flight crews. The formal definition of team-building includes: * aligning around goals * building effective working relationships * reducing team members' role ambiguity * finding solutions to team problems Team building is one o ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Team Composition
Team composition refers to the overall mix of characteristics among people in a team, which is a unit of two or more individuals who interact interdependently to achieve a common objective. It is based on the attributes among individuals that comprise the team, in addition to their main objective. Team composition is usually either homogeneous, in which all members are the same, or heterogeneous, in which team members all contain significant differences. It has also been identified as a key factor that influences team performance. It factors in the individual attributes of team members (e.g. skill, experience, and ability) and how these contributions can potentially combine to dictate overall performance outcomes for the team. In the past decade, research on team effectiveness has burgeoned as teams have become increasingly common in organizations of all kinds. Research conducted on this topic has focused on aggregated member characteristics, member heterogeneity and team size a ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
Tavistock Institute
The Tavistock Institute of Human Relations is a British not-for-profit organisation that applies social science to contemporary issues and problems. It was initiated in 1946, when it developed from the Tavistock Clinic, and was formally established as a separate entity in September 1947. The journal ''Human Relations'' is published on behalf of the Tavistock Institute by Sage Publications. The institute is located in Gee Street in Clerkenwell, London. History of the Tavistock Institute The early history of the Tavistock Institute overlaps with that of the Tavistock Clinic because many of the staff from the Clinic worked on new, large-scale projects during World War II, and it was as a result of this work that the institute was established. During the war, staff from the Tavistock Clinic played key roles in British Army psychiatry. Working with colleagues in the Royal Army Medical Corps and the British Army, they were responsible for innovations such as the War Office Selecti ... [...More Info...] [...Related Items...] OR: [Wikipedia] [Google] [Baidu] |
