Identification of Skills for the Formation of Agile High Performance Teams: A Systematic Mapping

2018 ◽  
pp. 141-152
Author(s):  
Héctor Cornide-Reyes ◽  
Servando Campillay ◽  
Andrés Alfaro ◽  
Rodolfo Villarroel
Keyword(s):  
High Performance ◽  
Systematic Mapping ◽  
Performance Teams

Pursuit of Operational Excellence

2016 ◽  
Vol 3 (2) ◽  
pp. 21-34
Author(s):  
Christine Welch ◽  
Tammi Sinha ◽  
Nigel Ward
Keyword(s):  
Change Management ◽  
Continuous Improvement ◽  
High Performance ◽  
Effective Leadership ◽  
Value Systems ◽  
Goods And Services ◽  
Team Working ◽  
Performance Teams ◽  
Operational Excellence

Operational Excellence (OE) is achieved when high performance teams are seeking for continuous improvement in well-designed processes, using appropriate tools and technologies. Excellence is underpinned by a philosophy in which problem-solving, team-working and effective leadership combine to focus upon customer needs, and all employees are empowered to act to maintain optimal flows of value. OE is clearly a desirable quality of organizations seeking both effectiveness and efficiency in their production of goods and services for customers. OE is underpinned by concepts such as team-working, effective leadership and change management, and depends upon effective flows of value. Systems Thinking (ST) is consequently at the heart of genuine excellence. This paper was conceived in the context of a Community of Practice of business improvement professionals, who took Operational Excellence as their agenda for inquiry during sessions in 2015. Reflection upon practice discussed at these meetings, together with the literature of change management and continuous improvement, have led to development of a systemic ‘landscape' model for pursuit of Operational Excellence. The elements of this model are set out, showing how they can contribute to OE.

High Performance Teams

2016 ◽  
Vol 7 (2) ◽  
pp. 72-82 ◽  
Author(s):  
Caroline Dominguez ◽  
Isabel C. Moura ◽  
João Varajão
Keyword(s):  
High Performance ◽  
Business Environment ◽  
Reward Systems ◽  
Team Management ◽  
Key Factors ◽  
Team Members ◽  
High Performing ◽  
Exploratory Case Study ◽  
Performance Teams

Effective team management is one of the key factors that allow companies to tackle the challenges of today's demanding business environment. Although high-performing teams have been studied for some time, very little has been written on them from the construction industry's perspective. Based on the conclusions of previous work and on a project involving 44 professionals of seven teams, this exploratory case study intends to evaluate if there is a gap between what team members and leaders perceive as being (a) the most important features for managing teams into high performance and (b) the features that are present in their teams. The present study shows that, although teams under investigation had some high-performing features at the leadership dimension, there is room for improvement, in particular when it comes to empowering team members, involving them in planning the work, and creating proper reward systems.

What Makes High-Performance Teams Excel?

2009 ◽  
Vol 52 (4) ◽  
pp. 40-45 ◽  
Author(s):  
Lisa J. Daniel ◽  
Charles R. Davis
Keyword(s):  
High Performance ◽  
Performance Teams

Building High Performance Teams

2021 ◽  
pp. 251-264
Author(s):  
Thais Carreira Pfutzenreuter ◽  
Edson Pinheiro de Lima ◽  
José Roberto Frega
Keyword(s):  
High Performance ◽  
Performance Teams

Beyond the Task and Maintenance Functions in Groups: Developing External Functions in a High-performing Entrepreneurial Team in Thailand

2016 ◽  
Vol 5 (1) ◽  
pp. 30-42 ◽  
Author(s):  
Vasu Keerativutisest ◽  
Bruce Hanson
Keyword(s):  
High Performance ◽  
Working Environment ◽  
Team Structure ◽  
High Performing ◽  
Flexible Working ◽  
Entrepreneurial Team ◽  
Performance Teams ◽  
Oil Tanks ◽  
Maintenance Process

The focal organization for this article is the leading engineering service company in Thailand hereinafter called ‘Thai CLV’. The company is well known for the good quality of its maintenance projects for oil tanks with a long period of service for the customers. Due to the rapidly changing engineering and technological landscape and the robust competition of the external environment and competitors, the management of the company believes that the utilization of team structure could deliver a flexible working environment and better outcomes for the project. Therefore, its field operations have utilized a team structure for its tank maintenance process. The focus of this article is Thai CLV’s effort to further organize itself around high-performance teams by exploring the opportunities of external functions towards a high-performing entrepreneurial team.

High-Performance Teams for Current and Future Physician Leaders: An Introduction

2008 ◽  
Vol 65 (2) ◽  
pp. 145-150 ◽  
Author(s):  
Anshu K. Jain ◽  
Jon M. Thompson ◽  
Joseph Chaudry ◽  
Shaun McKenzie ◽  
Richard W. Schwartz
Keyword(s):  
High Performance ◽  
Physician Leaders ◽  
Performance Teams ◽  
Future Physician

Managers at Work: Creating High-Performance Teams

1993 ◽  
Vol 36 (6) ◽  
pp. 10-11 ◽  
Author(s):  
Michael F. Wolff
Keyword(s):  
High Performance ◽  
Performance Teams

The Oxford Handbook of Human Resource Management

2009 ◽  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Personnel Management ◽  
High Performance ◽  
Industrial Relations ◽  
Industrial Psychology ◽  
Teaching And Research ◽  
Current Trends ◽  
Performance Teams

The Oxford Handbook of Human Resource Management aims to provide an authoritative account of current trends and developments in Human Resource Management (HRM). HRM is central to management teaching and research, and has emerged in the last decade as a significant field from its earlier roots in personnel management, industrial relations, and industrial psychology. People Management and High Performance teams have become key functions and goals for managers at all levels in organizations. The text is divided into four parts: foundations and frameworks; core processes and functions; patterns and dynamics; and finally measurement and outcomes.

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