Team Organization and Monitoring Performance

1975 ◽  
Vol 17 (3) ◽  
pp. 296-300 ◽  
Author(s):  
Julian O. Morrissette ◽  
John P. Hornseth ◽  
Kathy Shellar
Keyword(s):  
Division Of Labor ◽  
Team Performance ◽  
Response Times ◽  
Individual Performance ◽  
Team Members ◽  
Monitoring Task ◽  
Milk Glass ◽  
Team Organization ◽  
Monitoring Performance

Monitoring performance of individuals and two-man teams was examined. Two conditions of team organization were tested: Division of labor and redundancy. The task consisted of detecting critical signals randomly presented–spacially and sequentially–on one of four 1-in. (2.54-cm) circular milk-glass display windows. Response times were recorded in 0.1 second intervals. Team performance was found to be superior to individual performance. The average detection times for the two team conditions were not significantly different. Long detection times were observed under the division of labor team organization but not under the redundancy team organization. Consequently, redundancy was considered to be the more effective team organization for the monitoring task used in this study. The data suggest that the team members in a redundancy organization should work in the presence of each other and not in separated work compartments.

Sentence processing in language-impaired children under conditions of filtering and time compression

1995 ◽  
Vol 16 (2) ◽  
pp. 137-154 ◽  
Author(s):  
Rachel E. Stark ◽  
James W. Montgomery
Keyword(s):  
Sentence Processing ◽  
High Frequency ◽  
Response Times ◽  
Language Impaired ◽  
Monitoring Task ◽  
Time Compression ◽  
Lower Accuracy ◽  
On Line ◽  
Impaired Children ◽  
Monitoring Performance

ABSTRACTNineteen language-impaired (LI) and 20 language-normal (LN) children participated in an on-line word-monitoring task. Words were presented in lists and in sentences readily comprehended by younger children. The sentences were unaltered, tow-pass filtered, and time- compressed. Both groups had shorter mean response times (MRTs), but lower accuracy, for words in sentences than words in lists. The LI children had significantly longer MRTs under sentence conditions and lower accuracy overall than the LN children. Filtering had an adverse effect upon accuracy and MRT for both subject groups. Time compression did not, suggesting that the reduction in high-frequency information and the rate of presentation exert different effects. Subject differences in attention, as well as in linguistic competence and motor control, may have influenced word-monitoring performance.

scholarly journals What can the Instinctive Drive system™ Offer the Workplace? A Qualitative Exploration

2006 ◽  
Vol 1 (2) ◽  
Author(s):  
Anneke Fitzgerald ◽  
Ann Dadich ◽  
John Fitzgerald
Keyword(s):  
Team Performance ◽  
Personal Development ◽  
Quantitative Research ◽  
Group Performance ◽  
Personal Responsibility ◽  
Individual Performance ◽  
Personal Attributes ◽  
Future Research ◽  
Team Members ◽  
Inherent Value

Despite the potential benefits afforded by teamwork within the workplace, it can be difficult for employers and senior personnel to establish and maintain teams that gel. It is a juggling act involving the delicate interplay of organisational goals and interpersonal dynamics. In the pursuit of enhancing team performance within the workplace, organisational and psychological literature has concentrated on the personal attributes of individual team members, as well as relevant societal factors. However, one area that is receiving increasing attention is the influence of the innate abilities of individual team members – those natural qualities that are constant and invariable. The Instinctive Drive (I.D.) system™ offers a method for gauging individual instinctive drives, and recent quantitative research affirms that the tool is statistically reliable and valid. However, for the purpose of thoroughness, it is important to triangulate these quantitative findings with qualitative research. It is thus the purpose of this paper to qualitatively investigate the inherent value of the I.D. system™ among some of its users. More specifically, ten senior personnel and ten general employees were interviewed to explore the perceived influence of the I.D. system™ on individual performance, group performance and leadership. This consultative process was guided by a semi-structured open-ended interview schedule. Consequent research material was analysed for emerging themes, using an interpretive and a reflexive approach. Collectively, the interviewees recognised great value in the I.D. system™. It was a catalyst for greater communication between co-workers and with clients; it served as a window, providing users with an improved understanding of themselves and of others; it also initiated personal development as well as team development. These views were juxtaposed by a few unfavourable sentiments. Some for instance, warned that the use of this taxonomy might negatively stereotype individuals. Conversely, its focus on innate abilities may provide individuals with an opportunity to abdicate personal responsibility. Despite these potential shortcomings, the qualitative material presented in this paper complements previous quantitative research on the I.D. system™, and thus affirms its inherent value. This has important repercussions for business and behavioural sciences, particularly those efforts to improve team performance within the workplace. It highlights the need to focus future research endeavours on tools that not only expound individual difference, but also facilitate effective dialogue.

Leading Teams to Optimize Performance

2019 ◽  
pp. 383-402
Author(s):  
Lissa V. Young
Keyword(s):  
Team Performance ◽  
Team Member ◽  
Skill Development ◽  
Individual Performance ◽  
Organizational Life ◽  
Critical Aspect ◽  
Team Processes ◽  
Team Members ◽  
Team Structure ◽  
The Relationship

Teams are a critical aspect of organizational life and understanding the taxonomy and processes extant in team life is a critical first step in learning how to optimize team and individual performance. This chapter examines key components of both team structure and team processes that form the fundamental underpinnings of team performance. Once leaders understand these constructs and the role they play in team performance, leaders can devise interventions to build better teams. The best teams produce the best team performances and contribute to enhancing the skill development of each individual team member. The relationship between the team and its members is symbiotic. Given this, a leader has the potential to impact the development of teams and individual team members simultaneously.

scholarly journals Predicting Teamwork Performance in Collaborative Project-Based Learning

2021 ◽  
Vol 10 (4) ◽  
pp. 104
Author(s):  
Hoi Yan Lin ◽  
Jia You
Keyword(s):  
Team Performance ◽  
Performance Indicator ◽  
Individual Performance ◽  
Project Based Learning ◽  
Team Formation ◽  
Role Assignment ◽  
Skill Sets ◽  
Team Members ◽  
Functional Roles ◽  
Role Identification

Pulse of the Profession, published by Project Management Institutes (2017), reported that failed projects always lacked (a) clearly defined objectives to measure progress and (b) poor communication between team members. Minimizing communication costs and maximizing trust levels are essential to improve the efficiency of team performance. This study’s objectives required including how to formulate the problem and design the theoretical framework. The approach used involved a five-step team formation model with related definitions, including initial team forming, depending on group size, team agreement, role assignment, and team performance. The Predicting Teamwork Performance (PTPA) system was developed to help identify the functional roles of each member automatically. Role assignment provided a strong positive effect on team projects, while the role identification mechanism can assign team members responsibilities for some role(s) to enable learning. Self-assessment was used to identify team members’ strengths and weaknesses so that team leaders could easily recognize suitable types of roles for each member. Three primary team performance indicators—”Good”, “Pass” and “Marginal”—were reflected in the teamwork collaboration outcomes. The Predicting Teamwork Performance system reveals information about those outcomes through 1) individual performance indicator; 2) teamwork performance indicator; 3) personal skill sets results; 4) recommended skill sets improvements. The relationship between those indicators and practical roles was examined as analytical information for further project team formation.

Who is attracted by teamwork? Evidence of multidimensional sorting from a real-effort experiment

2016 ◽  
Vol 31 (1) ◽  
pp. 32-70
Author(s):  
Agnes Bäker ◽  
Kerstin Pull
Keyword(s):  
Team Performance ◽  
Selection Criterion ◽  
Selection Effect ◽  
Individual Performance ◽  
Task Type ◽  
Team Members ◽  
Self Selection ◽  
Real Effort ◽  
Selection Decision ◽  
Teamwork Skills

We analyze the factors that drive an individual’s self-selection decision between (1) working individually and being paid for individual performance and (2) working on a team and being paid for team performance. While the literature has focused on task-specific ability as a self-selection criterion, we also investigate the effects of teamwork skills, expectations concerning the task-specific ability and teamwork skills of potential teammates, and task type. Thus we account for multidimensional sorting. Considering these additional factors might explain the empirical puzzle that some studies have found a positive relation between an individual’s task-specific skills and the propensity to join a team, and others found a negative relation. Confronting our predictions with data from a real-effort pen-and-paper experiment, we find that the less able are attracted by teamwork and team incentives, but teamwork skills and expectations concerning the ability of potential teammates might in fact compensate for this adverse self-selection effect. Regarding task type, we find that teamwork is more attractive if the task offers a high potential for complementarities between team members.

Development of a German-Language Questionnaire to Measure Collective Orientation as an Individual Attitude

2017 ◽  
Vol 76 (3) ◽  
pp. 91-105 ◽  
Author(s):  
Vera Hagemann
Keyword(s):  
Team Performance ◽  
Reliability And Validity ◽  
Future Research ◽  
German Language ◽  
Team Members ◽  
Collective Orientation ◽  
Team Research ◽  
German Speaking ◽  
Individual Variables ◽  
The Individual

Abstract. The individual attitudes of every single team member are important for team performance. Studies show that each team member’s collective orientation – that is, propensity to work in a collective manner in team settings – enhances the team’s interdependent teamwork. In the German-speaking countries, there was previously no instrument to measure collective orientation. So, I developed and validated a German-language instrument to measure collective orientation. In three studies (N = 1028), I tested the validity of the instrument in terms of its internal structure and relationships with other variables. The results confirm the reliability and validity of the instrument. The instrument also predicts team performance in terms of interdependent teamwork. I discuss differences in established individual variables in team research and the role of collective orientation in teams. In future research, the instrument can be applied to diagnose teamwork deficiencies and evaluate interventions for developing team members’ collective orientation.

Is the bottom line reached? An exploration of supervisor bottom-line mentality, team performance avoidance goal orientation and team performance

2021 ◽  
pp. 001872672110029
Author(s):  
Yuying Lin ◽  
Mengxi Yang ◽  
Matthew J Quade ◽  
Wansi Chen
Keyword(s):  
Goal Orientation ◽  
Team Performance ◽  
Social Information Processing ◽  
Negative Relationship ◽  
Bottom Line ◽  
Team Members ◽  
Processing Theory ◽  
Using Data ◽  
Exclusive Focus ◽  
Avoidance Goal

How do supervisors who treat the bottom line as more important than anything else influence team success? Drawing from social information processing theory, we explore how and when supervisor bottom-line mentality (i.e. an exclusive focus on bottom-line outcomes at the expense of other priorities) exerts influence on the bottom-line itself, in the form of team performance. We argue that a supervisor’s bottom-line mentality provides significant social cues for the team that securing bottom-line objectives is of sole importance, which stimulates team performance avoidance goal orientation, and thus decreases team performance. Further, we argue performing tension (i.e. tension between contradictory needs, demands, and goals), serving as team members’ mutual perception of the confusing environment, will strengthen the indirect negative relationship between supervisor bottom-line mentality and team performance through team performance avoidance goal orientation. We conduct a path analysis using data from 258 teams in a Chinese food-chain company, which provides support for our hypotheses. Overall, our findings suggest that supervisor’s exclusive focus on the bottom-line can serve to impede team performance. Theoretical contributions and practical implications are discussed.

Are operating room distractions, interruptions, and disruptions associated with performance and patient safety? A systematic review and meta-analysis

2021 ◽  
Author(s):  
Ryan D McMullan ◽  
Rachel Urwin ◽  
Peter Gates ◽  
Neroli Sunderland ◽  
Johanna I Westbrook
Keyword(s):  
Patient Safety ◽  
Operating Room ◽  
Random Effects ◽  
Team Performance ◽  
Operative Time ◽  
Meta Analysis ◽  
Individual Performance ◽  
Negative Effects ◽  
Total Operative Time ◽  
Operative Duration

Abstract Background The operating room (OR) is a complex environment in which distractions, interruptions, and disruptions (DIDs) are frequent. Our aim was to synthesise research on the relationships between DIDs and (a) operative duration, (b) team performance, (c) individual performance, and (d) patient safety outcomes; in order to better understand how interventions can be designed to mitigate the negative effects of DIDs. Methods Electronic databases (MEDLINE, Embase, CINAHL, PsycINFO) and reference lists were systematically searched. Included studies were required to report quantitative outcomes of the association between DIDs and team performance, individual performance, and patient safety. Two reviewers independently screened articles for inclusion, assessed study quality, and extracted data. A random effects meta-analysis was performed on a subset of studies reporting total operative time and DIDs. Results Twenty-seven studies were identified. The majority were prospective observational studies (n=15), of moderate quality (n=15). DIDs were often defined, measured, and interpreted differently in studies. DIDs were significantly associated with: extended operative duration (n=8), impaired team performance (n=6), self-reported errors by colleagues (n=1), surgical errors (n=1), increased risk and incidence of surgical site infection (n=4), and fewer patient safety checks (n=1). A random effects meta-analysis showed that the proportion of total operative time due to DIDs was 22.0% (95% CI 15.7-29.9). Conclusion DIDs in surgery are associated with a range of negative outcomes. However, significant knowledge gaps exist about the mechanisms that underlie these relationships, as well as the potential clinical and non-clinical benefits that DIDs may deliver. Available evidence indicates that interventions to reduce the negative effects of DIDs are warranted, but current evidence is not sufficient to make recommendations about potentially useful interventions.

Differentiatie door coaches binnen amateursportteams: terecht of onterecht?

2007 ◽  
Vol 20 (4) ◽  
Author(s):  
Wim van Breukelen ◽  
Wendy Wesselius
Keyword(s):  
Team Performance ◽  
Differential Treatment ◽  
Working Relationships ◽  
Leader Member Exchange ◽  
Sports Teams ◽  
Team Members ◽  
Lmx Theory ◽  
Member Exchange ◽  
Relevant Topic ◽  
And Performance

Differential treatment by coaches of amateur sports teams: right or wrong? Differential treatment by coaches of amateur sports teams: right or wrong? J.W.M. van Breukelen & W. Wesselius, Gedrag & Organisatie, volume 20, November 2007, nr. 4, pp. 427-444 A central assumption in the Leader-Member Exchange (LMX) theory is that leaders do not adopt a single style towards all members of their work unit, but treat the various team members differently. This may result in different kinds of working relationships between the leader and the various members ranging from formal to intense. The effects of these different LMX relationships are visible in important outcome variables such as job satisfaction and performance. Not only in working organizations but also in the context of sports differential treatment by the coach seems a relevant topic. In this article we describe the results of a field study among the players (N = 218) of 21 amateur sports teams. Firstly, we investigated on which aspects the coaches of these teams differentiated between the various team members and how these incidents of differential treatment were experienced by the players in terms of justice and fairness. In addition, we analyzed whether the frequency and evaluation of differential treatment was related to the players' enthusiasm and to team atmosphere and team performance. Social differentiation was appreciated less than task differentiation. Especially task differentiation proved to be important for team performance.

Concurrent Monitoring for Multiple Critical Signals in a Complex Display: A Vigilance Perspective

2005 ◽  
Vol 49 (17) ◽  
pp. 1518-1522
Author(s):  
Nathan R. Bailey ◽  
Mark W. Scerbo
Keyword(s):  
Task Demands ◽  
Complex Environment ◽  
Vigilance Performance ◽  
Digital Readout ◽  
Monitoring Task ◽  
Number Of Factors ◽  
Different Types ◽  
Effort Regulation ◽  
Monitoring Performance ◽  
Complex Display

The present study was designed to examine the monitoring performance of operators in a complex environment requiring concurrent monitoring of multiple displays with different types of critical signals. Participants performed a manual flight task concurrently with three monitoring tasks over three separate 2-hour sessions. The monitoring tasks required operators to detect deviations in the gauge, mode, and digital readout portions of a simulated EICAS display. Results indicated that while performance on the primary flight task degraded within each session, monitoring performance remained constant. Further, intrasession monitoring performance did not degrade across trials. These findings suggest that vigilance performance for complex displays may be influenced by a number of factors including compensatory strategies related to mental effort regulation, the complexity of monitoring task demands, the duration of the monitoring session, and the nature of additional operator responsibilities.

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