Augmented Cognition - Phase 4 Cognitive Assessment and Task Management (CAT-M)

Despite previous research suggesting that first language (L1) use fulfills important functions in collaborative writing (CW) tasks, research has yet to examine whether L1 or second language (L2) use may lead to variation in the lexico-grammatical aspects of learners’ collaborative texts and the pair talk. Using a corpus-based approach, this study examined how interacting in the L1 or the L2 during CW tasks influenced the use of lexico-grammatical features in learners’ co-constructed texts and the focus areas of their pair talk. The results suggest that L1 interaction significantly facilitates the production of lexico-grammatical features typical of academic writing in learners’ co-constructed texts. Additionally, compared with L2 interaction, L1 interaction allows learners to focus more on language and task management in pair talk. Methodological and pedagogical implications are discussed.

Download Full-text

Managing People as a Leader

Encyclopedia of Strategic Leadership and Management ◽

10.4018/978-1-5225-1049-9.ch067 ◽

2017 ◽

pp. 965-976

Author(s):

Bonnie Keene ◽

Uta M. Stelson

Keyword(s):

Critical Component ◽

Task Management ◽

Management Skills ◽

Manager Role ◽

The Difference ◽

Or Manager ◽

And Task

Leadership is an all-encompassing term for individuals working with others. Whether someone is a leader or a manager, leadership is a critical component to the leader or manager role. Leadership is developed through constantly striving for higher levels of competency in communication, mediation, and motivation of others. However, those are not all the developments needed by a leader. He or she needs to have a vision and task management skills as well. This chapter will explore the difference in managers and leaders and the ways to effectively manage people by communicating, resolving conflicts, and motivating personnel.

Download Full-text

Task adherence: an agentic perspective on task-focused dedication in an interrupting work environment

Journal of Organizational Effectiveness People and Performance ◽

10.1108/joepp-07-2020-0132 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Tanner Skousen ◽

Justin Ames ◽

James Gaskin

Keyword(s):

Task Switching ◽

Information Overload ◽

Knowledge Workers ◽

Management Strategies ◽

Theory Approach ◽

Task Management ◽

Structured Interviews ◽

Related Factors ◽

Content Type ◽

And Task

PurposeKnowledge workers live and work in a technology-enabled, push-notification world full of interruptions that create information overload, often requiring these workers to utilize task switching as a mechanism to meet multiple competing tasks' demands. Previous research has examined both the positive and, more often, negative effects from interruptions and task switching on knowledge workers' performance. However, this paper aims to examine knowledge workers' agentic approach to managing interruption signals and consequent task switching to remain dedicated to the task at hand.Design/methodology/approachUsing an inductive grounded theory approach, we analyzed data from semi-structured interviews with knowledge workers regarding their experiences with task management strategies in interruption-heavy environments.FindingsThe results indicate the emergence of a new construct that we define as “task adherence.” We identified behavioral and technological mechanisms that knowledge workers employ to adhere to tasks, and we also categorized a host of environmental, personal and task-related factors that influence a knowledge worker's task adherence level.Practical implicationsThis study offers a novel conceptualization of key determinants of knowledge workers' task management. Through insights into how knowledge workers purposefully prepare for and address potential interruption signals, as well as manage task switching from subsequent interruptions, managers may be able to design new work processes to improve task performance.Originality/valueIn a world of interruptions, task adherence adds to and clarifies a missing element in the time and task management dilemma that can enhance future efforts in designing strategies that enable knowledge workers to be more productive.

Download Full-text