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1 – 10 of over 148000
Article
Publication date: 1 May 2006

Janice Whatley

In the 21st century team working increasingly requires online cooperative skills as well as more traditional skills associated with face to face team working. Virtual team working

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Abstract

In the 21st century team working increasingly requires online cooperative skills as well as more traditional skills associated with face to face team working. Virtual team working differs from face to face team working in a number of respects, such as interpreting the alternatives to visual cues, adapting to synchronous communication, developing trust and cohesion and cultural interpretations. However, co‐located student teams working within higher education can only simulate team working as it might be experienced in organisations today. For example, students can learn from their mistakes in a non‐threatening environment, colleagues tend to be established friends and assessing teamwork encourages behaviour such as “free‐riding”. Using a prototyping approach, which involves students and tutors, a system has been designed to support learners engaged in team working. This system helps students to achieve to their full potential and appreciate issues surrounding virtual teamwork. The Guardian Agent system enables teams to allocate project tasks and agree ground rules for the team according to individuals’ preferences. Results from four cycles of its use are presented, together with modifications arising from iterations of testing. The results show that students find the system useful in preparing for team working, and have encouraged further development of the system.

Details

Interactive Technology and Smart Education, vol. 3 no. 2
Type: Research Article
ISSN: 1741-5659

Keywords

Article
Publication date: 21 September 2020

Laura Louise Cook, Danny Zschomler, Laura Biggart and Sara Carder

Social work teams can provide a secure base for social workers, supporting them to manage the emotional demands of child and family social work (Biggart et al., 2017). As the…

3832

Abstract

Purpose

Social work teams can provide a secure base for social workers, supporting them to manage the emotional demands of child and family social work (Biggart et al., 2017). As the COVID-19 pandemic has necessitated increased remote working, social workers have needed to maximise their use of virtual networks and navigate new ways of connecting with colleagues. This study aims to examine the extent to which social work teams can function as a secure base in the context of remote working.

Design/methodology/approach

Between 19th March and 13th June, the authors undertook 31 in-depth, qualitative interviews with child and family social workers across 9 local authorities in England. this research captured social workers’ perspectives on remote working and team support throughout lockdown in England.

Findings

In this study, the authors report findings in three key areas: how social workers experienced the sudden shift to increased remote working; how social work teams provided a secure base for remote working; and the challenges for sustaining the team as a secure base when working remotely.

Originality/value

These findings will be of interest to social workers, managers and local authorities as they adapt to the challenges of increased remote working in child and family social work.

Details

Journal of Children's Services, vol. 15 no. 4
Type: Research Article
ISSN: 1746-6660

Keywords

Article
Publication date: 29 November 2013

Nicola Murphy, Andrew Vidgen, Clare Sandford and Steve Onyett

There has been a rapid development and implementation of crisis resolution home treatment teams (CRHTT) in the UK over the past decade. The available research studies of this…

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Abstract

Purpose

There has been a rapid development and implementation of crisis resolution home treatment teams (CRHTT) in the UK over the past decade. The available research studies of this service provision to date have largely focused on issues related to the “outputs” of CRHTT, for example cost efficacy and the impact on admission rates. There is limited research on the experiences of clinical psychologists within CRHTT. This is despite the fact that it would seem that research exploring the experiences of mental health professionals in CRHTT is important, as working in a new area of service provision may present specific challenges. An understanding of the nature of these challenges is considered important in order to support clinical psychologists in these settings, and to sustain and improve service delivery.

Design/methodology/approach

–This study presents a qualitative exploration of clinical psychologists’ experiences of working in a CRHTT. In total, 11 clinical psychologists were interviewed about their perceptions of working within CRHTT, their relationships with other professionals and their experiences of working with service users in “crisis”. The grounded theory approach was employed to analyse participants’ accounts.

Findings

–Two themes were identified: psychological and clinical work and teamwork. The emergent themes are compared to the wider literature on clinical psychologists’ experiences of working in teams, and working with service users in “crisis”.

Originality/value

This research demonstrates the value of a clinical psychology perspective in acute mental health settings. It also highlights the value of a clinical psychological perspective in multi-disciplinary team working. It draws attention to the need for clinical psychologists working in CRHTT settings to be able to more clearly articulate their roles in these services. It points to the importance of clinical psychologists considering the interventions they provide to service users with complex presentations. Also, it highlights their need to consider the psychological interventions they provide in CRHTT settings more generally, as this area of work does not closely align with NICE guidelines.

Details

The Journal of Mental Health Training, Education and Practice, vol. 8 no. 4
Type: Research Article
ISSN: 1755-6228

Keywords

Content available
Article
Publication date: 17 January 2022

Tina Peeters, Karina Van De Voorde and Jaap Paauwe

This study aims to examine the relationship between the agile way of working and team performance and engagement. Furthermore, psychological safety climate was investigated as a…

4640

Abstract

Purpose

This study aims to examine the relationship between the agile way of working and team performance and engagement. Furthermore, psychological safety climate was investigated as a mediator of this relationship. As organizations are increasingly adopting the agile way of working method beyond the information technology (IT) setting, the authors researched its effects in teams across a variety of functional domains.

Design/methodology/approach

Survey data was collected from 97 agile teams working in various functional domains in a multinational bank. The data was analyzed using structural equation modeling.

Findings

Results indicated that the agile way of working is directly and positively related to team engagement and performance. Moreover, psychological safety climate acted as a partial mediator of each of the respective outcomes.

Originality/value

This study illustrated that the agile way of working is beneficial for teams beyond the IT setting, as it is positively associated with psychological safety climate, engagement and performance across functional domains.

Details

Team Performance Management: An International Journal, vol. 28 no. 1/2
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 1 August 2006

Malcolm McGreevy

The received wisdom is that team working is a good thing and is spoken about positively as a means of promoting co‐operation and of making the best use of employees' strengths

5322

Abstract

Purpose

The received wisdom is that team working is a good thing and is spoken about positively as a means of promoting co‐operation and of making the best use of employees' strengths. This article seeks to examine why this may be and to address the four areas highlighted by ACAS where improvements are made, i.e. productivity, quality, the use of new technology, and motivation.

Design/methodology/approach

The paper explores here in the light of the current organisational environment.

Findings

The study outlines the lessons learned in introducing teamwork, the need for managerial commitment, the changes in culture that can be promoted by team working and how to go about planning for change.

Originality/value

The paper presents a practical and realistic view. This is the first of two articles on the subject. The second will deal with the issues of establishing and running teams.

Details

Industrial and Commercial Training, vol. 38 no. 5
Type: Research Article
ISSN: 0019-7858

Keywords

Book part
Publication date: 24 July 2020

Arieh Riskin, Peter Bamberger, Amir Erez and Aya Zeiger

Incivility is widespread in the workplace and has been shown to have significant affective and behavioral consequences. However, the authors still have a limited understanding as…

Abstract

Incivility is widespread in the workplace and has been shown to have significant affective and behavioral consequences. However, the authors still have a limited understanding as to whether, how and when discrete incivility events impact team performance. Adopting a resource depletion perspective and focusing on the cognitive implications of such events, the authors introduce a multi-level model linking the adverse effects of such events on team members’ working memory – the “workbench” of the cognitive system where most planning, analyses, and management of goals occur – to team effectiveness. The model which the authors develop proposes that that uncivil interpersonal behavior in general, and rudeness – a central manifestation of incivility – in particular, may place a significant drain on individuals’ working memory capacity, affecting team effectiveness via its effects on individual performance and coordination-related team emergent states and action-phase processes. In the context of this model, the authors offer an overarching framework for making sense of disparate findings regarding how, why and when incivility affects performance outcomes at multiple levels. More specifically, the authors use this framework to: (a) suggest how individual-level cognitive impairment and weakened coordinative team processes may mediate these incivility-based effects, and (b) explain how event, context, and individual difference factors moderators may attenuate or exacerbate these cognition-mediated effects.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-80043-076-1

Keywords

Article
Publication date: 1 April 1997

Darren McCabe and John Black

Explores the role of trade unions in relation to team working. Asks the questions: are unions incompatible with team working and what are the implications for shop stewards of team

1856

Abstract

Explores the role of trade unions in relation to team working. Asks the questions: are unions incompatible with team working and what are the implications for shop stewards of team working? Argues that moves towards team working are likely to be fragile because of political and power‐based tensions, within and without the employment relationship, which impinge on trade union responses to team working, and likewise impact on management’s ability to adopt a sustained approach towards team working. Consequently, in contrast to its unitarist ethos, team working is characterized by resistance, conflict, accommodation and contradiction. This is an attempt to highlight the complex, temporal and contested nature of team working.

Details

Employee Relations, vol. 19 no. 2
Type: Research Article
ISSN: 0142-5455

Keywords

Open Access
Article
Publication date: 31 August 2021

Carin Lindskog and Johan Netz

This study aims to create a better understanding of how practitioners implement and work Agile while balancing the tensions arising between stability and change.

3618

Abstract

Purpose

This study aims to create a better understanding of how practitioners implement and work Agile while balancing the tensions arising between stability and change.

Design/methodology/approach

A grounded theory approach was used to explore what happens in practice when software development teams implement and work Agile. The empirical data consists of twenty semi-structured interviews with practitioners working in fourteen different organizations and in six different Agile roles.

Findings

As a result, a substantive theory was presented of continuously balancing between stability and change in Agile teams. In addition, the study also proposes three guidelines that can help organizations about to change their way of working to Agile.

Research limitations/implications

The inherent limitation of a grounded theory study is that a substantial theory can only explain the specific contexts explored in that study. Thus, this study's contribution is a substantial theory that needs to be further developed and improved.

Practical implications

The proposed guidelines can help organizations about to change their way of working to Agile. They can also assist organizations in switching from “doing Agile” to “being Agile”, thus becoming more successful.

Originality/value

The new perspective that this study contributes is the fact that our discovered categories show that several inherent processes are ongoing at the same time in order to balance the need to have both stability and change.

Details

International Journal of Managing Projects in Business, vol. 14 no. 7
Type: Research Article
ISSN: 1753-8378

Keywords

Article
Publication date: 13 March 2007

Graeme H. Coetzer and Lynn Richmond

The purpose of this research is to investigate the relationship between adult attention deficit and efficacy for working in teams.

1531

Abstract

Purpose

The purpose of this research is to investigate the relationship between adult attention deficit and efficacy for working in teams.

Design/methodology/approach

A total of 181 management students working in short term project teams (13 weeks) completed established assessments of efficacy for working in teams and a multi‐dimensional measure of adult attention deficit. The hypotheses were tested using product moment correlations and multiple regression.

Findings

Multiple regression provided support for the general hypothesis that adult attention deficit predicts lower efficacy for working in teams (F(5, 176) = 7.31, p=0.00). All dimensions of adult attention deficit were significantly correlated with efficacy for teamwork (r = −0.20 to −0.41), and the hypothesis that difficulty managing emotional interference uniquely predicts efficacy for teamwork was supported (β: p=0.000).

Research limitations/implications

Future research needs to include a variety of workplace teams.

Practical implications

The strength of the results suggests that organizations implementing work teams need to be more aware of the effect of adult attention deficit on team member confidence and ability. Organizational development practices need to include interventions that assist the members with adult attention deficit.

Originality/value

This research helps to raise awareness of the relationship between adult attention deficit and key organizational behaviors. This research is of value to researchers, managers, organizational development specialists and employees who are trying to develop effective ways of supporting employees who are struggling with adult attention deficit.

Details

Team Performance Management: An International Journal, vol. 13 no. 1/2
Type: Research Article
ISSN: 1352-7592

Keywords

Article
Publication date: 17 August 2018

Stephanie Best and Sharon Williams

Integrated care has been identified as essential to delivering the reforms required in health and social care across the UK and other healthcare systems. Given this suggests new…

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Abstract

Purpose

Integrated care has been identified as essential to delivering the reforms required in health and social care across the UK and other healthcare systems. Given this suggests new ways of working for health and social care professionals, little research has considered how different professions manage and mobilise their professional identity (PI) whilst working in an integrated team. The paper aims to discuss these issues.

Design/methodology/approach

A qualitative cross-sectional study was designed using eight focus groups with community-based health and social care practitioners from across Wales in the UK during 2017.

Findings

Participants reported key factors influencing practice were communication, goal congruence and training. The key characteristics of PI for that enabled integrated working were open mindedness, professional trust, scope of practice and uniqueness. Blurring of boundaries was found to enable and hinder integrated working.

Research limitations/implications

This research was conducted in the UK which limits the geographic coverage of the study. Nevertheless, the insight provided on PI and integrated teams is relevant to other healthcare systems.

Practical implications

This study codifies for health and social care practitioners the enabling and inhibiting factors that influence PI when working in integrated teams.

Originality/value

Recommendations in terms of how healthcare professionals manage and mobilise their PI when working in integrated teams are somewhat scarce. This paper identifies the key factors that influence PI which could impact the performance of integrated teams and ultimately, patient care.

Details

Journal of Health Organization and Management, vol. 32 no. 5
Type: Research Article
ISSN: 1477-7266

Keywords

1 – 10 of over 148000