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This two-part study aims to contribute to the body of knowledge on team development by examining the development of self-managing teams (SMTs) in healthcare. Based on an exploration of the team development literature, a perspective on SMT development was created, which suggested that SMTs develop along a non-sequential pattern of three processes–team management, task management and boundary management and improvement–that is largely the result of individual, team, organizational and environmental-level factors.

The perspective on SMT development was assessed in a Dutch mental healthcare organization by conducting 13 observations of primary mental healthcare SMTs as well as 14 retrospective interviews with the self-management process facilitator and advisors of all 100 primary mental healthcare SMTs.

Empirical results supported the perspective on SMT development. SMTs were found to develop along each of the three defined processes in a variety or possible patterns or simultaneously over time, depending on many of the identified factors and three others. These factors included individual human capital, team member attitudes and perceived workload at the individual level, psychological safety, team turnover, team size, nature of the task and bureaucratic history at the team level, and management style and material and social support at the organizational level.

This study provides a non-sequential model of SMT development in healthcare, which healthcare providers could use to understand and foster SMTs development. To foster SMT development, it is suggested that cultural change need to be secured alongside with structural change.

Even though various team development models have been described in the literature, this study is the first to indicate how SMTs in the healthcare context develop toward effective functioning.

This study aims to solve the problem of weld quality inspection, for the aluminum alloy profile welding structure of high-speed train body has complex internal shape and thin plate thickness (2–4 mm), the conventional nondestructive testing method of weld quality is difficult to implement.

In order to solve this problem, the ultrasonic creeping wave detection technology was proposed. The impact of the profile structure on the creeping wave detection was studied by designing profile structural test blocks and artificial simulation defect test blocks. The detection technology was used to test the actual welded test blocks, and compared with the results of X-ray test and destructive test (tensile test) to verify the accuracy of the ultrasonic creeping wave test results.

It is indicated that that X-ray has better effect on the inspection of porosities and incomplete penetration defects. However, due to special detection method and protection, the detection speed is slow, which cannot meet the requirements of field inspection of the welding structure of aluminum alloy thin-walled profile for high-speed train body. It can be used as an auxiliary detection method for a small number of sampling inspection. The ultrasonic creeping wave can be used to detect the incomplete penetration welds with the equivalent of 0.25 mm or more, the results of creeping wave detection correspond well with the actual incomplete penetration defects.

The results show that creeping wave detection results correspond well with the actual non-penetration defects and can be used for welding quality inspection of aluminum alloy thin-wall profile composite welding joints. It is recommended to use the echo amplitude of the 10 mm × 0.2 mm × 0.5 mm notch as the criterion for weld qualification.

The purpose of this study is to verify how the carbon doping of the WC-Co cemented carbide (CC) affected their structure before their processing by hot isostatic pressing (HIP) technology.

The samples for this experiment were fabricated by selective laser melting technology (SLM) using a YAG fiber laser with a power of P = 40 W and a scanning speed of 83 mm/s. The subsequent carbon doping process was performed in a chamber furnace at 900 0 C for 1, 4 and 12 h. The HIP was performed at 1,390°C and pressures of 40 MPa, 80 MPa and 120 MPa. The changes induced in the structures were evaluated using X-ray diffraction and various microscopic methods.

X-ray diffraction analysis showed that the structure of the samples after SLM consisted of WC, W₂C, Co₄W₂C and Co phases. As a result of the increase in the carbon content in the structure of the samples, the transition carbide W₂C and structural phase Co₄W₂C decayed. Their decay was manifested by the coarsening of the minor alpha phase (WC), which occurred both during the carburizing process and during the subsequent processing using HIP. In the samples in which the structure was carburized prior to HIP, only the structural phases WC and Co were observed in most cases.

The results confirm that it is possible to increase the homogeneity of the CC structure and thus its applicability in practice by additional carburization of the sample structure with subsequent processing by HIP technology.

The purpose of this paper is to propose a robotic system for percutaneous surgery. The key component in the system, a robotic arm that can manipulate a puncture needle is presented. The mechanical design, the motion control and the force control method of the robotic arm are discussed in the paper.

The arm with an arc mechanism placed on a 3D Cartesian stage is developed as a puncture needle manipulator to locate the position of the needle tip, tune the needle’s posture and actuate the puncture motion under the visual guidance of two orthogonal X-ray images of a patient by a surgeon. A focusing method by using two laser spots is proposed to automatically move the needle tip to a surgery entry point on the skin. A dynamics model is developed to control the position of the needle mechanism and an explicit force control strategy is utilized to perform the needle insertion.

With the surgical system, a surgeon can easily perform puncture operation by taking two orthogonal real-time X-ray images as a visual feedback and accurately navigating the needle insertion. The laser-guided focusing method is efficient in placement of the needle tip. The explicit force control strategy is proved to be effective for holding constant and stable puncture force in experiments.

The robotic arm has an advantage in easy redirection of the needle because the rotation and the translation are decoupled in the mechanism. By adopting simple laser pens and a well-developed kinematics model, the system can handle the entry point, locating task automatically. The focusing method and the force control method proposed in the paper are useful for the present system and could be intuitive for similar surgical robots.

This paper aims to explore the design of management teams when the critical task facing individual managers is monitoring the performance of worker teams and producing performance measures under uncertain information environments.

The authors use a multi-agent LEN framework – linear contract, exponential utility and normal density – to model the incentive provision and organizational design.

The main lesson is that the use of performance measures under uncertainty is greatly affected by the potential for free-riding in the very monitoring activities which generate the measures to begin with. Accordingly, the value of having a management team, that is the incremental benefit of having a second manager, depends on the monitoring technology. Of particular importance are the potential free-riding in monitoring effort among multiple managers and synergies gained from having more than one manager, such as correlation among the performance measures produced or improvement due to splitting workers pool into separate groups for each manager to monitor separately.

The paper pushes this line of research further by explicitly modeling the endogenous process of signal generation within a rich economic environment. In this environment, number of workers being evaluated and number of managers who produce the signals are both endogenous. Furthermore, both workers and managers are subject to moral hazard problem. In particular, the managers suffer from potential free-riding problems but may benefit from synergistic forces due to team monitoring.