Effects of team task structure on team climate for innovation and team outcomes

In this cross-sectional study we analyzed, whether team climate for innovation mediates the relationship between team task structure and innovative behavior, job satisfaction, affective organizational commitment, and work stress. 310 employees in 20 work teams of an automotive company participated in this study. 10 teams had been changed from a restrictive to a more self-regulating team model by providing task variety, autonomy, team-specific goals, and feedback in order to increase team effectiveness. Data support the supposed causal chain, although only with respect to team innovative behavior all required effects were statistically significant. Longitudinal designs and larger samples are needed to prove the assumed causal relationships, but results indicate that implementing self-regulating teams might be an effective strategy for improving innovative behavior and thus team and company effectiveness.

Management Structure and Work Team Processes; Responsibilities and Responsiveness

This paper explores the management structure of the team-based organization. First it provides a theoretical model of structures and processes of work teams. The structure determines the team’s responsibilities in terms of authority and expertise about specific regulation tasks. The responsiveness of teams to these responsibilities are the processes of teamwork, in terms of three dimensions, indicating to what extent teams indeed use the space provided to them. The research question that this paper addresses is to what extent the position of responsibilities in the team-based organization affect team responsiveness. This is done by two hypotheses. First, the effect of the so-called proximity of regulation tasks is tested. It is expected that the responsibility for tasks positioned higher in the organization (i.e. further from the team) generally has a negative effect on team responsiveness, whereas tasks positioned lower in the organization (i.e. closer to the team) will have a positive effect on the way in which teams respond. Second, the relationship between the number of tasks for which the team is responsible with team responsiveness is tested. Theory suggests that teams being responsible for a larger number of tasks perform better, i.e. show higher responsiveness. These hypotheses are tested by a study of 109 production teams in the automotive industry. The results show that, as the theory predicts, increasing numbers of responsibilities have positive effects on team responsiveness. However, the delegation of expertise to teams seems to be the most important predictor of responsiveness. Also, not all regulation tasks show to have effects on team responsiveness. Most tasks do not show to have any significant effect at all. A number of tasks affects team responsiveness positively, when their responsibility is positioned lower in the organization, but also a number of tasks affects team responsiveness positively when located higher in the organization, i.e. further from the teams in the production. The results indicate that more attention can be paid to the distribution of responsibilities, in particular expertise, to teams. Indeed delegating more expertise improve team responsiveness, however some tasks might be located better at higher organizational levels, indicating that there are limitations to what responsibilities teams can handle.

The international expansion strategy of Striyah in Poland

A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics

What makes a good team? : Following the example of sport teams

A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics

What makes a good team?

A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics

Improving Learners’ Motivation through Feedback in English Language Teaching and Learning at Polytechnic School in Benguela, Angola

Currently, it is widely perceived among the English as a Foreign Language (EFL) teaching professionals, that motivation is a central factor for success in language learning. This work aims to examine and raise teachers’ awareness about the role of assessment and feedback in the process of language teaching and learning at polytechnic school in Benguela to develop and/or enhance their students’ motivation for learning. Hence the paper defines and discusses the key terms and, the techniques and strategies for an effective feedback provision in the context under study. It also collects data through the use of interview and questionnaire methods, and suggests the assessment and feedback types to be implemented at polytechnic school in Benguela

Donations of non-financial resources: The motivation and consequences of measuring and accounting for it

This thesis focus on the measurement and accounting of contributions received by nonprofit organizations, as they are a significant component of revenues nowadays. A survey was developed and forward to 38 different NPOs, with the goal of understanding their motivations and what advantages and disadvantages they believe would result if they start to measure and account for all kinds of contributions. They presented many advantages from this practice; however, some are not doing it due to the difficulties in valuing contributions with no market value which would require a higher workload, waste of resources and time to be taken from other important activities.

O processo de dádiva de sangue do dador de primeira vez no Hospital do Espírito Santo - Évora, EPE : satisfação e retorno para a dádiva seguinte

RESUMO - Introdução: Com este trabalho, pretendeu-se averiguar em que medida a satisfação no processo de dádiva de sangue afeta o regresso dos dadores que doam pela primeira vez na vida, ou que se apresentaram pela primeira vez no Serviço de sangue do HESE. Material e métodos: Estudo observacional transversal descritivo. Dos dadores com uma única inscrição no período de 2011 a 2012 inclusive, (531+541 dadores) foram retirados os que entretanto completaram 66 anos (idade limite para a dádiva); os que não tinham contacto telefónico válido; e os que tinham morada fora do Distrito de Évora. Os dadores restantes (327 + 330 dadores), foram então inquiridos através de um questionário efetuado telefonicamente para determinar as causas de não regresso. Resultados: Obtiveram-se 360 respostas válidas ao questionário, correspondentes a 50% da amostra com um IC de 95%. Apesar de estar amplamente demonstrado que a satisfação na dádiva contribui decisivamente para o retorno à dádiva seguinte, apenas 12% da amostra referiu não regressar por algum motivo de insatisfação decorrente do processo de dádiva. Evidentemente, o mérito destes resultados é devido à equipa do Serviço de Imunohemoterapia do HESE. Porém uma outra realidade fica aqui patente, os dadores de primeira vez estão a decrescer há vários anos, e destes, os que regressam são cada vez menos. A manter-se esta tendência, a taxa de renovação da bolsa de dadores poderá tornar-se insuficiente para a manutenção da atual bolsa de dadores. Se o HESE conseguisse recuperar para a dádiva metade da amostra de dadores de primeira vez que não regressam, a sua autonomia em termos de consumo de sangue sairia reforçada, com o incremento de proveitos financeiros consequente. Conclusão: Este trabalho concretiza os objetivos a que se propôs, nomeadamente o de produzir conhecimento útil e de suporte à decisão no âmbito da administração hospitalar. O HESE tem agora ao seu dispor, a caraterização dos dadores de primeira vez e a descrição de como se está a processar a renovação da sua bolsa de dadores.

Motivation drivers of millenniums for engaging in crowdsourcing ventures

Double Degree

Humble leadership and team voice

This study examines the direct and indirect effects of humble leadership on team voice. Although the relationship between leadership styles and voice is widely investigated, humble leadership and team voice, both relatively new constructs, remained out of sight. Drawing upon social interdependence theory, information exchange, team psychological safety, and team-efficacy are proposed to mediate the relationship between humble leadership and team voice. Research is conducted at the team-level analysis and involved 209 team members from 52 teams in 21 companies collected through a snowball sample. Results were provided by the SPSS macro PROCESS using the regression-based approach and bootstrapping techniques. Findings showed that humble leadership is positively related to team voice. Furthermore, findings supported the mediating effect of information exchange. However, no support was given for the mediating effects of team psychological safety and team-efficacy. Theoretical and practical implications of the findings are addressed.