Routes to team goal attainment in retail

2015 ◽  
Vol 43 (1) ◽  
pp. 26-42 ◽  
Author(s):  
Minna Janhonen ◽  
Sara Lindström
Keyword(s):  
Social Identity ◽  
Goal Attainment ◽  
Department Store ◽  
Team Work ◽  
Shop Floor ◽  
Detailed Knowledge ◽  
Social Mechanisms ◽  
Content Type ◽  
Organizational Goals ◽  
Team Members

Purpose – The purpose of this paper is to examine the routes of team goal attainment through individual and social mechanisms. Design/methodology/approach – The study is based on a qualitative thematic analysis of interviews, annual reports and observations of team meetings conducted within a Finnish department store. Findings – The key findings of our analysis are three fold. First, we identified four routes to team goal attainment: team leadership, one’s own work, customer service and team work. We propose that for team members, these routes to goal attainment are more important than the organizational goals of sales and reputation themselves, since sales and reputation may be too far removed from the team’s everyday work. Second, both individual and social mechanisms are needed for team goal accomplishment. This finding highlights the importance of the social identity perspective in binding individual and collective motivations together. Third, teamwork in our case department store is somewhat affected by non-participative conventions, but many employee-involving practices can also be identified. These employee-involving HRM practices offer the employees a voice, and give the teams and team supervisors sufficient power in work organization. Research limitations/implications – The limitations of this study are mostly due to the qualitative case study design which hinders the generalization of the results. The wide perspective of the study can also be seen as a limitation. Practical implications – The results suggest that HR professionals and line managers should be more aware of and support the processes through which teams and team members attain organizational goals. This requires detailed knowledge of the processes – routes to team goal attainment – at the shop floor level. Originality/value – This study highlights the interconnectedness of individual and team level attributes in retail team work, and proposes the perspective of social identity theory as a lens for analysis.

scholarly journals The silent practice: sustainable self-managing teams in a Norwegian context

2014 ◽  
Vol 27 (2) ◽  
pp. 175-187 ◽  
Author(s):  
Monica Rolfsen ◽  
Tobias Strand Johansen
Keyword(s):  
Shop Floor ◽  
Normative Values ◽  
Social Mechanisms ◽  
Mutual Cooperation ◽  
Content Type ◽  
Official Policy ◽  
The Social ◽  
Participative Methods ◽  
Field Notes ◽  
High Level

Purpose – The purpose is to provide explanations for why some self-managing teams survive and develop over a long period of time. Design/methodology/approach – The research design is longitudinal, having worked with several research projects over a period of 20 years. Interviews, observation, field notes have been widely used, and also participative methods while one of the authors has worked on the shop floor for six weeks. Findings – The authors offer several explanations: the maturity of teams; the process of institutionalization and creation of strong normative values; practices being “infused with meaning” and decoupling of practice from official policy. Research limitations/implications – The weakness is that the research presented is from one company, and within a Norwegian context which has certain characteristics. The contribution is the emphasis on institutional elements and the methodological implications regarding informal practice where explicit information is incomplete. Practical implications – By offering an explanation for why self-managing teams can survive, one can also prescribe some important learning. Mutual cooperation and high level of autonomy prove to be important. Originality/value – The main contribution is the authors' access to unique empirical data, and that they show and explain the social mechanisms for institutionalization of teamwork through participative observation.

Group leaders and teamwork in the over-lean production system

2014 ◽  
Vol 27 (2) ◽  
pp. 188-205 ◽  
Author(s):  
Nobuyuki Inamizu ◽  
Mitsuhiro Fukuzawa ◽  
Takahiro Fujimoto ◽  
Junjiro Shintaku ◽  
Nobutaka Suzuki
Keyword(s):  
Shop Floor ◽  
Work Team ◽  
Production Volume ◽  
Time Study ◽  
Group Leaders ◽  
Content Type ◽  
Team Members ◽  
High Productivity ◽  
Assembly Plant ◽  
Short Run

Purpose – This study aims to describe how a work team adapted to its fluctuated and severe environment by changing from “lean” to “over-lean” mode. To do this, the author investigated the relations among productivity, the vertical division of labor, and group leaders' behavior in a Japanese automobile assembly plant. Design/methodology/approach – The authors conducted field study at an assembly plant for five months. They collected three plant-level data to investigate the capability of its shop floor: transition of production volume; transition of the number of workers; and productivity. And they collected two types of workforce data: skill map and work shift. Moreover, they videotaped the behavior of group leaders on several days and analyzed them through a time study. Findings – The work team of this study achieved high productivity even in its tough environment. However, the authors' time study of group leaders showed that the group leaders, who usually engage in some management activities outside of the production line, did many tasks within the line. This indicates the team had a weakness toward the change of team members. Changing to this over-lean mode enabled the team to survive in a short-run, but maintaining the mode has a weakness in enhancing long-term competitiveness. Originality/value – This study proposes a balance between the two modes is required for organizations if they are to survive their severe and fluctuating environments.

Multilevel influences of team viability perceptions

2015 ◽  
Vol 21 (1/2) ◽  
pp. 19-36 ◽  
Author(s):  
Patrícia Lopes Costa ◽  
Ana Margarida Passos ◽  
M. Clara Barata
Keyword(s):  
Multilevel Analysis ◽  
Positive Emotions ◽  
Work Groups ◽  
Team Work ◽  
Positive Interactions ◽  
Content Type ◽  
Team Members ◽  
Team Viability ◽  
Affective Experiences ◽  
Collective States

Purpose – The purpose of this article was to examine how individual positive emotions and team work engagement (TWE) relate to the perceptions of team viability. Design/methodology/approach – A total of 254 teams (N = 1,154 individuals) participated in this study, and a multilevel analysis was conducted of the effects of individual and team-level factors. Findings – The multilevel analysis results suggest a partial compensatory effect. High levels of individual positive emotions and high TWE are associated with a positive effect on the perceptions of team viability. Simultaneously, being part of a highly engaged team has a protective effect on perceptions of team viability, when individuals experience low levels of positive emotions. Research limitations/implications – As the study was conducted with teams involved in a management simulation, generalizing the results to “real world” teams must be done with caution. Practical implications – Nonetheless, these findings have important implications for managers of work groups. They highlight the need to consider collective states of work groups as relevant for their effectiveness, and suggest that promoting positive interactions between team members may result in gains in team viability perceptions, mostly when individual emotions are less positive. Originality/value – We consider both individual and collective affective experiences at work, and focus on a less studied outcome, team viability. Additionally, we empirically demonstrate the relevance of collective states of teams for team members’ individual perceptions, as a top-down influence mechanism.

Interactions in engaged work teams: a qualitative study

2017 ◽  
Vol 23 (5/6) ◽  
pp. 206-226 ◽  
Author(s):  
Patrícia Lopes Costa ◽  
Ana Margarida Passos ◽  
Arnold B. Bakker ◽  
Rafael Romana ◽  
Cláudia Ferrão
Keyword(s):  
A Priori ◽  
Emotional Valence ◽  
Physical Distance ◽  
Video Data ◽  
Team Work ◽  
Positive Interactions ◽  
Interpersonal Processes ◽  
Abrupt Decrease ◽  
Content Type ◽  
Team Members

Purpose The aim of this study is to describe work-engaged teams in terms of interpersonal interaction. Design/methodology/approach Six teams (N = 31 individuals) were videotaped during a decision-making task, for one hour. Based on a priori defined categories, the authors coded the videos in terms of the degree of interaction between team members, the physical distance between members, the degree of team’s activation and the valence of their interaction. The videos were also coded in terms of motivational and affective processes. Team work engagement was assessed using questionnaires. Findings Highly engaged team members work physically close and have an increment on their interactions up until the task’s temporal midpoint. They have an initial peak of activation and show more positive emotional valence in the first and the last moments of the task. The most interpersonal processes used are affective. The worst performing team had the highest initial interaction levels followed by an abrupt decrease both in their levels of interaction and in their levels of activation. Simultaneously, they present higher peaks of positive emotional valence. Practical implications Although engaged teams are essentially characterized by the presence of positive interactions, it is fundamental to alternate more “exited” and fun moments with more task focused ones and collective interaction moments with individual work. Originality/value This study answers to Kozlowski and Chao’s (2012) call for studying emergence in a more direct way, using qualitative analysis of video data.

scholarly journals A diary study on shared leadership, team work engagement, and goal attainment

2020 ◽  
Author(s):  
Kai N. Klasmeier ◽  
Jens Rowold
Keyword(s):  
Work Engagement ◽  
Shared Leadership ◽  
Goal Attainment ◽  
Leadership Team ◽  
Team Work ◽  
Diary Study ◽  
Short Term ◽  
Team Members ◽  
Daily Diary Study ◽  
Team Motivation

Research on the shared leadership-team effectiveness relationship is mostly based on between-team findings, without accounting for within-team relationships. Following this premise, we utilize a short-term perspective to examine the mediational pathways of day-level shared leadership on team work engagement and goal attainment. To capture these within-team relationships, we conducted a daily-diary study. We collected daily measures from 53 teams with 187 team members resulting in 725 person-days and 207 team-days. The results supported our hypotheses as daily shared leadership was indirectly linked to daily goal attainment by increasing team work engagement over cohesion and conflict management. The findings contribute to the understanding of within-team associations of shared leadership with team motivation and effectiveness. Limitations and directions for further research are then discussed.Keywords:

scholarly journals Team Development Using Open-System Group Model

PSYCHE 165 ◽  
2021 ◽  
pp. 317-322
Author(s):  
Satria Efandi
Keyword(s):  
Human Resource Development ◽  
Team Performance ◽  
Open System ◽  
Team Work ◽  
Team Development ◽  
System Model ◽  
Group Model ◽  
Team Management ◽  
Organizational Goals ◽  
Team Members

Team management is needed to support the achievement of organizational goals. One form of good team management also includes efforts to understand and develop the team. The purpose of team development is to ensure that the team can consistently produce the required performance to help organizational processes. This study uses the Open-System model as an effort to understand and carry out team development. The object of this study is the components in one of the teams, namely the Human Resource Development (PSDM) team with team members and the team's environmental conditions. The data collection methods used were interviews with team members, observations of the team's work environment, and document studies on team performance profiles. Data analysis is carried out by integrating findings that have been categorized based on the Open-System model qualitatively. The findings of this study indicate that the Open-System model is able to provide a structured picture of the condition and performance of the HRD team. The main problem condition is that the team work target is not yet solid. The intervention used in responding to the team's assessment results is the preparation of team performance targets using special key performance indicators for the team, so this research is very helpful in developing excellent performance.

How staff experience teamwork challenges in a new organizational structure

2016 ◽  
Vol 22 (7/8) ◽  
pp. 415-427 ◽  
Author(s):  
Mette Sandoff ◽  
Kerstin Nilsson
Keyword(s):  
Organizational Structure ◽  
Design Methodology ◽  
Team Member ◽  
Qualitative Approach ◽  
Team Work ◽  
Leadership Qualities ◽  
Content Type ◽  
Team Members ◽  
Individual Interviews ◽  
Working Together

Purpose This study aims to explore challenges arising from the development of teamwork in a new organizational structure, based on the experiences of the staff involved. Design/methodology/approach An explorative and qualitative approach was used, with individual interviews as the data collection method. These interviews were analyzed using qualitative and interpretative analysis with a modified editing style. Findings The results describe how the lack of essential organizational prerequisites for teamwork and the absence of the leadership qualities needed to facilitate teamwork contribute to difficulties in working in a team-orientated way. Shortage of information among the team members and few scheduled meetings signify insufficient coordination within the working team. Without a team leader who can keep things together, read the team members’ needs and support and guide them, team work is difficult to uphold because the members will need to seek support elsewhere. Assumed synergies from working together as team member experts will be thwarted. Originality/value This study contributes knowledge about the difficulties in creating team-orientated cooperation in a new organizational structure when leadership as well as structures and processes supporting team work are absent. The challenges described are drawn from the experiences of the staff concerned, providing insights to form a basis for theoretical and practical discussion.

THE IMPACT OF LEADERSHIP PRACTICES TO TEAM MEMBERS’ SATISFACTION

2009 ◽  
Vol 8 (1) ◽  
Author(s):  
Chalimah .
Keyword(s):  
Conflict Resolution ◽  
Leadership Practices ◽  
Hotel Industry ◽  
Leader Behavior ◽  
Team Leader ◽  
Shop Floor ◽  
Team Members ◽  
Top Executives ◽  
Wide Range ◽  
The Impact

eamwork is becoming increasingly important to wide range of operations. It applies to all levels of the company. It is just as important for top executives as it is to middle management, supervisors and shop floor workers. Poor teamwork at any level or between levels can seriously damage organizational effectiveness. The focus of this paper was therefore to examine whether leadership practices consist of team leader behavior, conflict resolution style and openness in communication significantly influenced the team member’s satisfaction in hotel industry. Result indicates that team leader behavior and the conflict resolution style significantly influenced team member satisfaction. It was surprising that openness in communication did not affect significantly to the team members’ satisfaction.

Corporate acceleration process: a systems psychodynamics perspective

2020 ◽  
Vol 33 (6) ◽  
pp. 1163-1180
Author(s):  
Piotr Wójcik ◽  
Krzysztof Obłój ◽  
Aleksandra Wąsowska ◽  
Szymon Wierciński
Keyword(s):  
Open Innovation ◽  
Negative Emotions ◽  
Acceleration Process ◽  
Content Type ◽  
Team Members ◽  
Third Phase ◽  
Multiple Case ◽  
Social Defenses ◽  
Practical Implications

PurposeThe purpose of this paper is to explore the emotional dynamics of the corporate acceleration process, using the systems psychodynamics perspective.Design/methodology/approachThe study applies inductive multiple case study of embedded 10 cases of corporate acceleration, covering both incumbent and startup perspectives, occurring in the context of a corporate accelerator.FindingsWe find that (1) the process of corporate acceleration involves three phases, each of them is dominated by a different emotional state (hope, anxiety and acceptance), triggering different behavioral responses; (2) as a means to deal with negative emotions, entrepreneurs and corporate acceleration program's team members develop different mechanisms of dealing with contradictories in subsequent acceleration phases (defense and copying mechanisms), which are reflected in their behaviors. Coping mechanisms with goal reformulation (i.e. refocus from the officially declared “open innovation” goals toward mainly symbolic ones) is an effective strategy to manage negative emotions in third phase of the acceleration.Research limitations/implicationsOur sample is limited to two relatively similar accelerators established by telecom companies, and therefore, our theoretical and practical conclusions cannot be generalized.Practical implicationsWe supplement the studies of corporate accelerators that imply how to design them better and improve decision-making rules with recommendation that in order to improve their effectiveness in terms of learning and innovations, their managers need not only to learn how to manage structural and procedural differences but also how to overcome social defenses triggered by corporate–startups cooperation.Originality/valueBy documenting a multidimensional impact of acceleration process, and especially shedding light on psychodynamic aspects behind such liaisons, this paper contributes to richer understanding of corporate–startup relationships, typically examined through a rationalistic lens of strategy literature. The study contributes to interorganizational research and open innovation literature, by showing that corporate acceleration process is marked by phases based on the type of emotions intertwined with the nature and dynamism of its life cycle. It indicates how these emotions are managed depending on their type.

scholarly journals H3ABioNet genomic medicine and microbiome data portals hackathon proceedings

Database ◽  
2021 ◽  
Vol 2021 ◽  
Author(s):  
Faisal M Fadlelmola ◽  
Kais Ghedira ◽  
Yosr Hamdi ◽  
Mariem Hanachi ◽  
Fouzia Radouani ◽  
...  
Keyword(s):  
Ethnic Groups ◽  
Genomic Medicine ◽  
Lessons Learned ◽  
Team Work ◽  
Significant Progress ◽  
Team Members ◽  
Pan African ◽  
Scientific Expertise ◽  
Microbiome Data ◽  
Made In

Abstract African genomic medicine and microbiome datasets are usually not well characterized in terms of their origin, making it difficult to find and extract data for specific African ethnic groups or even countries. The Pan-African H3Africa Bioinformatics Network (H3ABioNet) recognized the need for developing data portals for African genomic medicine and African microbiomes to address this and ran a hackathon to initiate their development. The two portals were designed and significant progress was made in their development during the hackathon. All the participants worked in a very synergistic and collaborative atmosphere in order to achieve the hackathon's goals. The participants were divided into content and technical teams and worked over a period of 6 days. In response to one of the survey questions of what the participants liked the most during the hackathon, 55% of the hackathon participants highlighted the familial and friendly atmosphere, the team work and the diversity of team members and their expertise. This paper describes the preparations for the portals hackathon and the interaction between the participants and reflects upon the lessons learned about its impact on successfully developing the two data portals as well as building scientific expertise of younger African researchers. Database URL: The code for developing the two portals was made publicly available in GitHub repositories: [https://github.com/codemeleon/Database; https://github.com/codemeleon/AfricanMicrobiomePortal].

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