Work Organization Practices for Lean Production: A Study in Spanish and Brazilian Manufacturers

This work aims to discuss particular work organization practices in human resources reported as successful by companies adopting lean production principles, and investigate them through real examples observed on manufacturing plants in Spain and Brazil. A set of work organization practices was previously established by one of the authors, through interviews with practitioners of lean production and review of the literature. A series of visits and informal interviews at Spanish and Brazilian automotive parts manufacturers that follow lean production were conducted to verify that the set of policies are indeed practiced.

The effects of social networks on work-team effectiveness

This is a study of team social networks, their antecedents and outcomes. In focusing attention on the structural configuration of the team this research contributes to a new wave of thinking concerning group social capital. The research site was a random sample of Finnish work organisations. The data consisted of 499 employees in 76 teams representing 48 different organisations. A systematic literature review and quantitative methods were used in conducting the research: the former primarily to establish the current theoretical position on the relationships among the variables and the latter to test these relationships. Social network analysis was the primary method used in identifying the social-network relations among the work-team members. The first and key contribution of this study is that it relates the structuralnetwork properties of work teams to behavioural outcomes, attitudinal outcomes and, ultimately, team performance. Moreover, it shows that addressing attitudinal outcomes is also important in terms of team performance; attitudinal outcomes (team identity) mediated the relationship between the team’s performance and its social network. The second contribution is that it examines the possible antecedents of the social structure. It is thus one response to Salancik’s (1995) call for a network theory in that it explains why certain network characteristics exist. Itdemonstrates that irrespective of whether or not a team is heterogeneous in terms of age or gender, educational diversity may protect it from centralisation. However, heterogeneity in terms of gender turned out to have a negative impact on density. Thirdly, given the observation that the benefits of (team) networks are typically theorised and modelled without reference to the nature of the relationships comprising the structure, the study directly tested whether team knowledge mediated the effects of instrumental and expressive network relationships on team performance. Furthermore, with its focus on expressive networks that link the workplace to a more informal world, which have been rather neglected in previous research, it enhances knowledge of teams andnetworks. The results indicate that knowledge sharing fully mediates the influence of complementarities between dense and fragmented instrumental network relationships, thus providing empirical validation of the implicit understanding that networks transfer knowledge. Fourthly, the study findings suggest that an optimal configuration of the work-team social-network structure combines both bridging and bonding social relationships.

A sociometric analysis for the creation of an integrated multicultural work team

This research aimed to apply the sociometric theory and its methodology to create an integrated multicultural work team. The study focused on the application of the sociometry theory, developed by Jacob L. Moreno in 1934, to analyze the small multicultural group. In the beginning, a review of the literature was done to have a better understanding of Sociometric Theory as well as the modern tools and software developed to analyze and map the social networks. After this part of the study, the qualitative study was done, in which 26 students from 12 countries, which studied together in a Corporate International Master (2014-2015), developed by Georgetown University’s McDonough School of Business, Corporate Master of Business Administration from ESADE Business School and FGV/EBAPE, were surveyed and asked them to choose people, among the selected group, who they attracted, rejected or they were neutral towards, in 4 different scenarios: work team, leadership, trip (leisure time) and personal problem. Additionally, there were, two questions asked about how they felt when they answered the survey and which question(s) was/were difficult to answer and why. The focus on these two questions was to understand the emotional state of the respondents when they answered the survey and related this emotional state to the Sociometric Theory. The sociometric matrix, using Microsoft Excel, was created using the answers and the total of the positive, negative and neutral choices were analyzed for each scenario as well as the mutualities and incongruences of the choices. Furthermore, the software Kumu was used to analyze the connections between the people in the selected group using three metrics: size, degree centrality and indegree. Also Kumu was used to draw the social maps or sociometric maps. Using the relationship level analyses of the sociometric matrix and maps, it was possible to create an integrated multicultural work team. In the end, the results obtained suggest that it is possible to apply the sociometric methodology to study the relationships inside companies, project teams and work teams and identify the best work team based on the interrelationship between the people as well as the lack of communication among the team members, project team or inside the company as a whole.

Productivity in Knowledge Worker Teams

The use of Information and Communication Technologies in work pro- cesses has not brought the expected productivity improvement. Some studies even suggest that the always-on model decreases productivity. This article proposes work teams as a new unit for knowledge worker productivity analysis in organizations. Organizations? ability to adopt new analysis measures is analyzed in three case studies.

Consequences of feeling dissimilar from others in a work team

This study extended the current literature on group diversity by examining the moderating influence of perceived group openness to diversity on the relationships between perceived individual visible, informational, and value dissimilarity; individual task and relationship conflict; and work group involvement. A survey was administered to 129 public service employees who worked in intact teams. Results revealed that value dissimilarity had a positive association with task and relationship conflict and a negative association with work group involvement. Perceived group openness to diversity moderated the associations between visible and informational dissimilarity and work group involvement, and between value dissimilarity and task conflict. These results highlight the importance of managing differences by introducing norms promoting diversity and the involvement of all team members.

Perceived dissimilarity and work group involvement: The moderating effects of group openness to diversity

Perceived dissimilarity and its association with work group involvement were examined in this study. Additionally, perceived group openness to diversity was examined as a moderator of this relationship. A longitudinal study was conducted with nurses in four departments of a public hospital. Results revealed that visible dissimilarity was negatively associated with work group involvement at both times, and informational dissimilarity was negatively associated with work group involvement at Time 1. Openness to diversity interacted with visible and informational dissimilarity in the prediction of work group involvement at both times. This interaction pattern showed that there was a negative relationship between dissimilarity and work group involvement when individuals perceived low group openness to diversity, whereas there was no relationship when individuals perceived high group openness to diversity. Results highlight the importance of managing perceptions of difference and introducing norms that encourage the active involvement of group members.

Virtual teams and group member dissimilarity - Consequences for the development of trust

The consequences of demographic dissimilarity for group trust in work teams was examined in a virtual (computer-mediated) and a face-to-face (FTF) environment. Demographic dissimilarity (based on age, gender, country of birth, enrolled degree) was predicted to be negatively associated with group trust in the FTF environment but not in the computer-mediated environment. Participants worked in small groups on a creative task for 3 consecutive days. In the computer-mediated environment, participants worked on the task for an hour per day. In the FTF environment, participants worked on the task for 20 minutes per day. Partial support was found for the effectiveness of computer-mediated groups in reducing the negative consequences of dissimilarity. Age dissimilarity was negatively related to trust in FTF groups but not in computer-mediated groups. Birthplace dissimilarity was positively related to trust in computer-mediated groups. Implications for the successful management of virtual teams are discussed.

Twelve steps to heaven:successfully managing change through developing innovative teams

In this article we propose that work teams implement many of the innovative changes required to enable organizations to respond appropriately to the external environment. We describe how, using an input?–?process?–?output model, we can identify the key elements necessary for developing team innovation. We propose that it is the implementation of ideas rather than their development that is crucial for enabling organizational change. Drawing on theory and relevant research, 12 steps to developing innovative teams are described covering key aspects of the team task, team composition, organizational context, and team processes.

Teams leading teams: Examining the role of leadership in multi-team systems

A major challenge of modern teams lies in the coordination of the efforts not just of individuals within a team, but also of teams whose efforts are ultimately entwined with those of other teams. Despite this fact, much of the research on work teams fails to consider the external dependencies that exist in organizational teams and instead focuses on internal or within team processes. Multi-Team Systems Theory is used as a theoretical framework for understanding teams-of-teams organizational forms (Multi-Team Systems; MTS's); and leadership teams are proposed as one remedy that enable MTS members to dedicate needed resources to intra-team activities while ensuring effective synchronization of between-team activities. Two functions of leader teams were identified: strategy development and coordination facilitation; and a model was developed delineating the effects of the two leader roles on multi-team cognitions, processes, and performance.^ Three hundred eighty-four undergraduate psychology and business students participated in a laboratory simulation that modeled an MTS; each MTS was comprised of three, two-member teams each performing distinct but interdependent components of an F-22 battle simulation task. Two roles of leader teams supported in the literature were manipulated through training in a 2 (strategy training vs. control) x 2 (coordination training vs. control) design. Multivariate analysis of variance (MANOVA) and mediated regression analysis were used to test the study's hypotheses. ^ Results indicate that both training manipulations produced differences in the effectiveness of the intended form of leader behavior. The enhanced leader strategy training resulted in more accurate (but not more similar) MTS mental models, better inter-team coordination, and higher levels of multi-team (but not component team) performance. Moreover, mental model accuracy fully mediated the relationship between leader strategy and inter-team coordination; and inter-team coordination fully mediated the effect of leader strategy on multi-team performance. Leader coordination training led to better inter-team coordination, but not to higher levels of either team or multi-team performance. Mediated Input-Process-Output (I-P-O) relationships were not supported with leader coordination; rather, leader coordination facilitation and inter-team coordination uniquely contributed to component team and multi-team level performance. The implications of these findings and future research directions are also discussed. ^

Workgroup emotional intelligence: Scale development and relationship to team process effectiveness and goal focus

Over the last decade, ambitious claims have been made in the management literature about the contribution of emotional intelligence to success and performance. Writers in this genre have predicted that individuals with high emotional intelligence perform better in all aspects of management. This paper outlines the development of a new emotional intelligence measure, the Workgroup Emotional Intelligence Profile, Version 3 (WEIP-3), which was designed specifically to profile the emotional intelligence of individuals in work teams. We applied the scale in a study of the link between emotional intelligence and two measures of team performance: team process effectiveness and team goal focus. The results suggest that the average level of emotional intelligence of team members, as measured by the WEIP-3, is reflected in the initial performance of teams. In our study, low emotional intelligence teams initially performed at a lower level than the high emotional intelligence teams. Over time, however, teams with low average emotional intelligence raised their performance to match that of teams with high emotional intelligence.

Transformando organiza????es p??blicas: a tecnologia da informa????o como fator propulsor de mudan??as

A redefini????o do papel do Estado na sociedade e a conseq??ente transforma????o das Organiza????es P??blicas (OPs) implementadoras deste novo papel t??m sido t??picos-alvo constantes de discuss??o e a????o de governos, tanto em pa??ses desenvolvidos, quanto nos em desenvolvimento. Neste artigo ?? apresentada uma proposta metodol??gica para a transforma????o de OPs, utilizando-se de tecnologia da informa????o (TI) como fator propulsor deste processo de transforma????o. O arcabou??o metodol??gico proposto est??, basicamente, ancorado em duas for??as de mudan??a: uma for??a externa ?? OP ??? Institutional Accountability, e uma for??a interna ?? OP ??? Equipes de Trabalho, que, sinergicamente, encontram-se nos processos de trabalho executados pela OP transformada. As TIs que viabilizam e prov??em suporte ?? implementa????o das for??as externa e interna s??o, respectivamente: Sistema de Informa????o Executivo e Groupware.

As conceções e as práticas dos gestores de topo na escola pública e privada : convergências e divergências

O papel crucial da escola na sociedade e o exercício da atividade profissional como docente, com um olhar atento sobre o traçar das políticas educativas, motivou a elaboração deste trabalho de investigação, que tem como objeto de estudo os papéis desempenhados pelos diretores das escolas estatais e não estatais e como objetivos específicos estudar o impacto da legislação emanada pela tutela, nas escolas públicas e privadas e analisar as convergências e divergências nas conceções e práticas dos seus diretores. As dimensões analíticas exploradas no estudo abrangem as conceções gestionárias dos diretores quanto aos modelos de gestão, às práticas de autonomia, ao serviço educativo e à prestação de contas. Este trabalho de natureza qualitativa foca o olhar sobre um grupo restrito de atores educativos que foram escolhidos devido ao papel que desempenham na organização educativa e porque a publicação do Decreto- Lei 75/ 2008 de 22 de abril, trouxe alterações à escola pública. A tradição de direção colegial que vigorava nas organizações educativas estatais foi quebrada. O presidente do conselho diretivo é doravante substituído pelo diretor que passa a delegar competências, a designar equipas e a prestar contas à tutela e comunidade educativa à semelhança do diretor da escola privada. O estudo de caso apresentado foi realizado em três escolas públicas e em três colégios privados com recurso a entrevistas semiestruturadas e à análise documental. As conclusões deste trabalho remetem para a existência de muitos pontos de convergência entre a opinião dos diretores da escola pública e privada. As temáticas relativas à autonomia, escolha do pessoal docente e prestação de contas, são olhadas pela mesma perspetiva. A autonomia é vista como “uma miragem”; uma “terra prometida” (Lima e Afonso, 1995). A prestação de contas é exigida aos diretores do ensino estatal e do privado através de instrumentos próximos. As principais divergências situam-se ao nível do menor interesse demonstrado, por parte da direção da escola privada, pela oferta de cursos profissionais e pelo menor investimento em estratégias para a prevenção do abandono escolar, que é considerado pouco significativo na escola não estatal. A defesa da escolha de escola e da modalidade de cheque ensino são outros dos pontos que marcam a divergência entre estes diretores. Abstract: This investigative paper - whose objective is the study of the role of the school directors, both State and non-state, and the impact of legislation on both State and private schools, as well as the analysis of the convergent and divergent conceptions and practices of these directors – is motivated by the crucial role played by schools in our society and by the professional activity of the teacher, with an attentive look at the educational practices. The analytical dimension explored in this study includes the various concepts of management of the school director as models of management, as well as practices in self-sufficiency, budget control and educational service to the community. This study has a qualitative nature and focuses on a small group of individuals who were chosen for the role they play in the whole educational structure, considering that the Decree nº 75/2008, published on April the 22nd, determined alterations to the public school system. The traditional method of control of the public school system has, henceforth, been changed. The headmaster is now substituted by a director who delegates his functions, makes up work teams and elaborates the school budget which is presented to the respective governmental ministry and the community, much like as what happens in private schools. The present study encompasses three public schools and three private schools, the methods of study being semi-structured interviews as well as the consultation of documentation. The conclusions point to many convergent opinions of the school directors of both the public and the private sector. The school directors of both public and private schools used in this study share the same opinion as to the factors involved in the selection of teachers, the elaboration of the school budget and the implementation of self-sufficiency policies. These self-sufficiency policies are seen as a “mirage” or a “promised land” (Lima and Afonso, 1995). The school budget and its management practices are implemented in both public and private schools through similar instruments. The principal differences are noted on smaller, less interesting points, on the part of the direction of the private schools, and result from the elaboration of professional courses and minor investment in the strategies, oriented to the prevention of school drop-outs, which is considered of little significance in the private school sector. The other factors of divergence result from the right to choose the type of school desired and the type of teaching implemented.

Estratégias de implementação de plataformas de e-maintenance na indústria: desenvolvimento de uma aplicação para um sistema logístico de viaturas

Mestrado em Engenharia Electrotécnica – Sistemas Eléctricos de Energia

Professions and inter-disciplinary teamwork in socially embedded bureaucracies: Synthesis and hypotheses on the impact of informal and formal organization

In order to maximize their productivity, inter-disciplinary multi-occupation teams of professionals need to maximize inter-occupational cooperation in team decision making. Cooperation, however, is challenged by status anxiety over organizational careers and identity politics among team members who differ by ethnicity-race, gender, religion, nativity, citizenship status, etc. The purpose of this paper is to develop hypotheses about how informal and formal features of bureaucracy influence the level of inter-occupation cooperation achieved by socially diverse, multi-occupation work teams of professionals in bureaucratic work organizations. The 18 hypotheses, which are developed with the heuristic empirical case of National Science Foundation-sponsored university school partnerships in math and science curriculum innovation in the United States, culminate in the argument that cooperation can be realized as a synthesis of tensions between informal and formal features of bureaucracy in the form of participatory, high performance work systems.

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.