Research on Individuation Task Allocating Based on Team Collaboration

2014 ◽  
Vol 590 ◽  
pp. 778-783
Author(s):  
Lin Gong ◽  
Xiao Dan Zhang ◽  
Bo Tao Fan ◽  
Zi Jian Zhang ◽  
Yu Xiao
Keyword(s):  
Team Member ◽  
Prototype System ◽  
Allocation Model ◽  
Team Collaboration ◽  
Team Members ◽  
Project Completion ◽  
The Right ◽  
Modern Work ◽  
Practical Validation ◽  
Main Pattern

Team collaboration for project implementation has become the main pattern in modern work. How to allocate tasks to the right team member is the key for project completion. The paper firstly reviewed the related methods and concepts of team collaboration and knowledge sharing. Then the model of knowledge was built. Based on knowledge model, this paper built the model of the task and the team member. According to the knowledge background and project experience of team members, the paper proposed an allocation model which automatically allocated tasks in group work. Finally, a prototype system was developed for practical validation.

Multi Strategies-Based Resources Recommendation in Learning Team

2014 ◽  
Vol 1006-1007 ◽  
pp. 1187-1193
Author(s):  
Lin Gong ◽  
Zi Jian Zhang ◽  
Jian Xie
Keyword(s):  
Team Member ◽  
Collaborative Work ◽  
Prototype System ◽  
Learning Resources ◽  
Team Members ◽  
Task Knowledge ◽  
Task Requirements ◽  
Key Factor ◽  
Learning Team ◽  
Practical Validation

Learning team has become an important foundation for collaborative work. In a team, according to the knowledge of members and task requirements, how to recommend learning resources to the appropriate team member is a key factor of success. This paper firstly reviewed related methods and concepts in knowledge management and recommendation. Then, it constructed different models for task, knowledge, team member and learning resource. The two strategies of resources recommendation were proposed. One was based on similarity measurement and another is based on knowledge background and experience of team members. Based on the two strategies, learning resources were recommended to team members. Finally, the prototype system was built for practical validation.

Attitudes of Interdisciplinary Team Members Toward Speech-Language Services in Public Schools

1986 ◽  
Vol 17 (3) ◽  
pp. 230-240 ◽  
Author(s):  
Lou Tomes ◽  
Dixie D. Sanger
Keyword(s):  
Public Schools ◽  
School Psychologists ◽  
Elementary School Principals ◽  
Team Member ◽  
Interdisciplinary Team ◽  
Survey Study ◽  
Language Programs ◽  
Team Members ◽  
Positive Attitudes ◽  
State Area

A survey study examined the attitudes of interdisciplinary team members toward public school speech-language programs. Perceptions of clinicians' communication skills and of the clarity of team member roles were also explored. Relationships between educators' attitudes toward our services and various variables relating to professional interactions were investigated. A 64-item questionnaire was completed by 346 randomly selected respondents from a two-state area. Classroom teachers of grades kindergarten through 3, teachers of grades 4 through 6, elementary school principals, school psychologists, and learning disabilities teachers comprised five professional categories which were sampled randomly. Analysis of the results revealed that educators generally had positive attitudes toward our services; however, there was some confusion regarding team member roles and clinicians' ability to provide management suggestions. Implications for school clinicians were discussed.

Advancing Translational Research by Enabling Collaborative Teamwork: The TRACT Approach

2012 ◽  
Vol 2 (3) ◽  
Author(s):  
Nedal H. Arar ◽  
Divya Nandamudi
Keyword(s):  
Content Analysis ◽  
Translational Research ◽  
Research Work ◽  
Structured Interviews ◽  
Team Collaboration ◽  
Team Members ◽  
Effective Strategies ◽  
Multiple Cycles ◽  
And Function ◽  
Collaborative Activities

Background: The work of multidisciplinary research teams (MDRTs) is vital for translational research. The objectives of this study were 1) to understand the structure and function of MDRTs, and 2) to develop effective strategies to enhance collaboration among team members. Methods and Findings: Semi-structured interviews were conducted with 23 participants involved in multidisiplinary research work at two San Antonio, Texas, institutions. Interview materials were tape-recorded, transcribed, and content analyzed using qualitative methods.Themes that emerged from the content analysis were used to develop and refine strategies to enhance the work of MDRTs. The findings showed that MDRTs operate through multiple cycles of: 1) team formation, 2) team collaboration, 3) sustainable collaborative activities, and 4) team maturity. Content analysis identified four interrelated basic elements within the MDRT tract that facilitate team cycles: 1) shared interest/vision among agreeable team leader and members, 2) viable means of communication, 3) available resources, and 4) perceived gain/benefit of teamwork.Conclusions: Our findings highlighted several opportunities and challenges in the formation, dynamics, and growth of MDRTs. Effective strategies to enhance teamwork should levearge these opportunities and address challenges, taking into consideration the interdependent aspects of the basic elements within the MDRTs tract.

scholarly journals Personalities into Teams

2010 ◽  
Vol 132 (02) ◽  
pp. 22-25 ◽  
Author(s):  
Doug Wilde
Keyword(s):  
Basic Principle ◽  
Team Member ◽  
Successful Outcome ◽  
Team Members ◽  
Long Run ◽  
Commercial World ◽  
Technology Advances

This article discusses the significance of psychologically diverse individuals in the success of a team. As technology advances, products are increasingly being designed in the commercial world by teams of skilled collaborators. Each team member is chosen to bring a specific range of skills and experience to bear on the mission, and each contributor is essential to a successful outcome. Some studies suggest that performance improves when a team pays attention to its individual personalities. The basic principle learned, which may apply in corporations as well as universities, is that in the long run teams do better when they are composed of people with the widest possible range of personalities, even though it takes longer for such psychologically diverse teams to achieve smooth communications and good cooperation. Before diverse team members can be integrated into a cooperative unit, they must not only cultivate an openness to opposing opinions, but also recognize the value of exploring a problem from various angles. Sharing personality information about each other facilitates this essential awareness.

Coworkers’ Relationship Quality and Interpersonal Emotions in Team-Member Dyads in China: the Moderating Role of Cooperative Team Goals

2016 ◽  
Vol 12 (4) ◽  
pp. 687-716 ◽  
Author(s):  
Catherine K. Lam ◽  
Xu Huang ◽  
Frank Walter ◽  
Simon C. H. Chan
Keyword(s):  
Relationship Quality ◽  
Work Performance ◽  
Team Member ◽  
Performance Outcomes ◽  
Dyadic Relationships ◽  
Team Members ◽  
Individual Level ◽  
Interpersonal Emotions ◽  
Cooperative Team ◽  
The Individual

ABSTRACTThis study investigates the origins of discrete interpersonal emotions in team-member dyads using two independent samples from an education institute and a telecommunication services company in China. Results across both studies showed that the quality of team members’ dyadic relationships positively relates to interpersonal admiration, sympathy, and envy, and negatively relates to interpersonal contempt. Furthermore, teams’ cooperative goals moderate these dyad-level linkages. The association of relationship quality with interpersonal emotions is particularly pronounced in teams with less cooperative goals but buffered in teams with more cooperative goals. Finally, on the individual level of analysis, envy and contempt are inversely associated with team members’ work performance, objectively measured. These findings provide new insights about key antecedents and crucial moderators in the development of interpersonal emotions in Chinese work teams and reiterate the relevance of these emotions for tangible performance outcomes.

A Case Study of the Effects of Design Project Length on Team Collaboration and Leadership in Senior Mechanical Engineering Projects

2017 ◽  
Author(s):  
James Righter ◽  
Andy Blanton ◽  
Hallie Stidham ◽  
Doug Chickarello ◽  
Joshua D. Summers
Keyword(s):  
Exploratory Research ◽  
Design Teams ◽  
Team Collaboration ◽  
Project Completion ◽  
Communication Structures ◽  
Senior Design ◽  
Design Projects ◽  
The Impact ◽  
Engineering Projects

This paper describes exploratory research regarding leadership and communication within undergraduate engineering design teams. The case study was performed on student design projects of one and two semester duration to begin to assess the impact of project length on leadership and communication within the design teams. Data was collected using a survey that was given to the participants in three capstone design projects in Clemson University’s senior design course. The survey was administered within one month of course and project completion. While there were differences in the communication and leadership patterns between the teams, there were other possible influences beyond the project length such as team size and organization, organizational and geographic distribution, and the nature of the product. As a result, further research is proposed to study leadership and communication structures within undergraduate teams and multi-team systems (MTS).

A Toolkit to Assist Researchers to More Efficiently Conduct Experiments Assessing Human State

2017 ◽  
Vol 61 (1) ◽  
pp. 2032-2036 ◽  
Author(s):  
Bethany K. Bracken ◽  
Noa Palmon ◽  
David Koelle ◽  
Mike Farry
Keyword(s):  
Real Time ◽  
Team Performance ◽  
Team Member ◽  
Sensor Data ◽  
Team Members ◽  
Augmentation Strategies ◽  
Experimental Protocols ◽  
Multiple Sensor ◽  
Support Research

For teams to perform effectively, individuals must focus on their own tasks, while simultaneously maintaining awareness of other team members. Researchers studying and attempting to optimize performance of teams as well as individual team members use assessments of behavioral, neurophysiological, and physiological signals that correlate with individual and team performance. However, synchronizing data from multiple sensor devices can be difficult, and building and using models to assess human states of interest can be time-consuming and non-intuitive. To assist researchers, we built an Adaptable Toolkit for the Assessment and Augmentation of Performance by Teams in Real Time (ADAPTER), which provides a framework that flexibly integrates sensors and fuses sensor data to assess performance. ADAPTER flexibly integrates current and emerging sensors; assists researchers in creating and implementing models that support research on performance and the development of augmentation strategies; and enables comprehensive and holistic characterization of team member performance during real-time experimental protocols.

scholarly journals Back loading estimation during team handling: Is the use of only motion data sufficient?

PLoS ONE ◽  
2020 ◽  
Vol 15 (12) ◽  
pp. e0244405
Author(s):  
Antoine Muller ◽  
Philippe Corbeil
Keyword(s):  
Team Member ◽  
Force Measurement ◽  
Accurate Estimate ◽  
Measurement Unit ◽  
Prediction Methods ◽  
Compression Force ◽  
Joint Moments ◽  
Team Members ◽  
Motion Data ◽  
Manual Handling

Analyzing back loading during team manual handling tasks requires the measurement of external contacts and is thus limited to standardized tasks. This paper evaluates the possibility of estimating L5/S1 joint moments based solely on motion data. Ten subjects constituted five two-person teams and handling tasks were analyzed with four different box configurations. Three prediction methods for estimating L5/S1 joint moments were evaluated by comparing them to a gold standard using force platforms: one used only motion data, another used motion data and the traction/compression force applied to the box and one used motion data and the ground reaction forces of one team member. The three prediction methods were based on a contact model with an optimization-based method. Using only motion data did not allow an accurate estimate due to the traction/compression force applied by each team member, which affected L5/S1 joint moments. Back loading can be estimated using motion data and the measurement of the traction/compression force with relatively small errors, comparable to the uncertainty levels reported in other studies. The traction/compression force can be obtained directly with a force measurement unit built into the object to be moved or indirectly by using force platforms on which one of the two handlers stands during the handling task. The use of the proposed prediction methods allows team manual handling tasks to be analyzed in various realistic contexts, with team members who have different anthropometric measurements and with different box characteristics.

scholarly journals Elaborating on Team-Member Disagreement: Examining Patterned Dispersion in Team-Level Constructs

2018 ◽  
Vol 44 (1) ◽  
pp. 165-210 ◽  
Author(s):  
Andrew C. Loignon ◽  
David J. Woehr ◽  
Misty L. Loughry ◽  
Matthew W. Ohland
Keyword(s):  
Team Member ◽  
Theoretical Frameworks ◽  
Individual Group ◽  
Team Members ◽  
Team Outcomes ◽  
Emergent States ◽  
Multilevel Theory ◽  
Group Members ◽  
The Mean ◽  
Mean Differences

Emergent states are team-level attributes that reflect team members’ collective attitudes, values, cognitions, and motivations and influence team effectiveness. When measuring emergent states (e.g., cohesion, conflict, satisfaction), researchers frequently collect ratings from individual group members and aggregate them to the team level. After aggregating to the team level, researchers typically focus on mean differences across teams and ignore variability within teams. Rather than focusing on the mean level of emergent states, this study draws on recent advances in multilevel theory and describes an approach for examining the specific patterns of dispersion (i.e., disagreement) across five emergent states. Our findings suggest that teams reliably demonstrate different patterns of rating dispersion that are consistent with existing theoretical frameworks and typologies of dispersion, yet have not previously been empirically demonstrated. We also present evidence that the different patterns of dispersion in emergent states are significantly related to key team outcomes, even after controlling for the mean levels of those emergent states. These findings underscore the importance of exploring additional forms of team-level constructs and highlight ways of extending our understanding of group-level phenomena.

How Incomplete Information of Team Member Contributions Affects Subsequent Contributions: The Moderating Role of Social Value Orientation

2020 ◽  
Author(s):  
Tyler F. Thomas ◽  
Todd A. Thornock
Keyword(s):  
Team Member ◽  
Value Orientation ◽  
Social Value ◽  
Social Value Orientation ◽  
Team Members ◽  
Input Information ◽  
Team Project ◽  
Types Of Information ◽  
Output Information

In this study, we investigate how team members' social value orientation (SVO) affects their contributions to a team project when different types of information about other team members' effort is known. Specifically, we examine the team contributions made by proselfs and prosocials after they learn either the input provided or output achieved by other team members. Proselfs subsequently contributed less following input information compared to output information because they can use input information opportunistically to justify their own lower contributions. Conversely, prosocials contributed more after receiving input information compared to output information because they perceive input information as being more psychologically meaningful. Finally, proself teams with output information perform similarly to prosocial teams with either type of information. These findings provide insight into how information about team member contributions and SVO affect individuals' subsequent team contributions, and how output information can help mitigate proselfs' free-riding tendencies and improve team performance.

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