Women's Volleyball Team, 2010. UM

Back Row: Karlee Bruck, Jennifer Cross, Courtney Fletcher, Claire McElheny, Amanda Yerke, Lexi Erwin

Middle Row: Lexi Zimmerman, Molly Toon, Alex Hunt, Catherine Yager, Brittany Lee

Front Row: Ally Sabol, Sloane Donhoff, Michelle McMahon, Maggie Busch

2000 University of Michigan Football Team

2001 University of Michigan Football Team

1915 UM Track Team

Top Row: Watson DeGowan, Kenneth Berray, st. mngr. Emmett Connelly, Walter Perschbacher, Edward Huntington

3rd Row: coach Steve Farrell, John Kuivinen, Gerald Kesler, Howard Donnelly, George Fox, Clyde Bastian, Harold O'Brien, Ath. Dir. Philip Bartelme

2nd Row: Cecil Cross, John Ferris, H. Leslie Carroll, Harold L. Smith, Harold Wilson, Cecil Corbin, Clarence Ufer

Front Row: Edgar Crumpacker, Lester Waterbury, Stanley Fontana, Max Robinson

1918 UM Track Team

Top Row: coach Steve Farrell, Russell Knapp, John Belknap, John Goodsell, Fitzgerald H. Clark, Ath. Dir. Philip Bartelme

2nd Row: Robert Cook, Joseph Baker, Sherwood Sedgwick, Howard Donnelly, Arthur Cross, Curtis C. Later, R. Allyn Haigh

Front Row: Bruce Buell, Daniel Messner, L.O.B. Lindstrom

1919 UM Track Team

top Row: Ath. Dir. Philip Bartelme, Jari E. Larson, Norman Plott, Fred J. Petty, Coach Steve Farrell

3rd Row: Lawrence Butler, William Meese, Bruce Buell, L.O.B. Lindstrom, Bruce Buell, Daniel Messner, st. mngr. James H. Clarke

2nd Row: Richard Losch, Joseph Baker, Robert Cook, Sherwood Sedgwick, Carl Johnson, Cedric Smith, Arthur Cross

Calvin Wetzel, Paul Burkholder

1973 UM Track Team

Top Row: head coach Dixon Farmer, Jon Cross, Terry Hart, Mark Bohlke, Ed Kulka, Steve Fenster, Doug Gibbs, trainer Len Paddock, Mike Nowacki, Jesse Myers, George Przygodski, Will Saunders, Abe Butler, Dave Mogk, asst. coach Jack Harvey, asst. coach George Wade.

2nd Row: Bill Bolster, George Gilchrest, Pete Hill, Rick Schott, Mike Lantry, Steve Adams, Kim Rowe, Bob Mills, Bill Heth, Jim Howe, Mel Reeves

Front Row: asst. st. mngr. Mike D'Agostino, Al Cornwell, Eric Chapman, Greg Syphax, Vern Rottman, Godfrey Murray, st. mngr. Joe Abraham

1975 UM Track Team

Top Row: Pat Shaw, Tim Bell, Sam Duran, Mark Foster, Phil Stotz, Dave Heikkinen, Lynn Dobosy, Bob Maistros.

5th Row: Randy Foss, John McHugh, Mark Conner, Doug Hennigar, Mike McMahon, Tom Schmidt, John Risk, Dave Furst.

4th Row: Wally Barnowski, Mark Bohlke, Jay Anstaett, Jim Stokes, Jeff Swanson, Bill Schaeffer, James Grace, Bob Scheper.

3rd Row: Bill Donakowski, Andy Johnson, Abe Butler, Rob Lytle, Greg Meyer, Mike McGuire, st. mngr. Mike D'Agostino, trainer Len Paddock.

2nd Row: asst. coach Ron Warhurst, asst. coach Greg Syphax, Ed Kulka, Kevin Briggs, George Przygodski, Terry Hart, Steve Thiry, Quincy Evans, Jeff McLeod.

Front Row: Geoff LePlatte, Jesse Myers, Doug Gibbs, Bob Mills, head coach Jack Harvey, Jim Howe, Jim Simpson, Dave Williams, Jon Cross.

2004 University of Michigan Men's Golf Team

Back Row: asst. coach Dug Cross, Matt McLaughlin, Kevin Dore, Will Kendall, Rob Tighe and Dave Nichols, head coach Andrew Sapp.

Front Row (from left): Brandon Duff, Mark McIntosh, Jimmy Wisinski, Dave Turner, Scott Carlton and Christian Vozza.

Comparing Patient-Centered Medical Home Implementation in Urban and Rural VHA Clinics: Results from the Patient Aligned Care Team (PACT) Initiative

Thesis (Master's)--University of Washington, 2016-06

An innovative use of the web to build graduate team skills

Successful graduates in today's competitive business environments must possess sound interpersonal skills and the ability to work effectively in team situations within, and across, disciplines. However, developing these skills within the higher education curriculum is fraught with organisational and pedagogical difficulties, with many teachers not having the skills, time or resources to facilitate productive group processes. Furthermore, many students find their teamwork experiences frustrating, demanding, conflict-ridden and unproductive. This paper brings together the perspectives and experiences of an engineer and a social scientist in a cross-disciplinary examination of the characteristics of effective teamwork skills and processes. A focus is the development and operation of 'TeamWorker', an innovative online system that helps students and staff manage their team activities and assessment. TeamWorker was created to enhance team teaching and learning processes and outcomes including team creation, administration, development and evaluation. Importantly, TeamWorker can facilitate the early identification of problematic group dynamics, thereby enabling early intervention.

Employee recognition as a management skill: Considering the effects of team efficacy

Recognising and rewarding good performance is an important managerial skill as it is vital for employee motivadon. To gain a better understanding on how recognidon exerts its infiuence, the purpose of the current study is twofold: firsdy, to invesdgate whether recognition (or the lack of it) is a relevant issue with the staff of a large Australian pharmacy. Secondly, to our best knowledge the present study is the first to shed light onto the nature and funcdon of recognidon by invesdgadng its underlying processes. Drawing from goal setdng, social cognidve and attribution theory, a model in which recognidon from the manger predicts employee outcomes is developed. It predicts that managerial recognidon will infiuence employee well-being direcdy and indirecdy by its impact on team efficacy. Data from the pharmacy staff is qualitadvely and quandtadvely analysed. Qualitadve analysis suggests that recognidon is a major modvator for the pharmacy staff. Addidonally it is found that employees who receive recognidon from their manager have posidve percepdons about their work groups, and in turn experience high levels of well-being. Implicadons and Hmitadons of the current study, as well as avenues for future research are discussed.

Probabilistic world modelling for distributed team planning

This paper describes an application of decoupled probabilistic world modeling to achieve team planning. The research is based on the principle that tbe action selection mechanism of a member in a robot team cm select am effective action if a global world model is available to all team members. In the real world, the sensors are imprecise, and are individual to each robot, hence providing each robot a partial and unique view about the environment. We address this problem by creating a probabilistic global view on each agent by combining the perceptual information from each robot. This probsbilistie view forms the basis for selecting actions to achieve the team goal in a dynamic environment. Experiments have been carried ont to investigate the effectiveness of this principle using custom-built robots for real world performance, in addition, to extensive simulation results. The results show an improvement in team effectiveness when using probabilistic world modeling based on perception sharing for team planning.

Editorial

On behalf of the Operational Research Society, Palgrave Macmillan and the editorial team, I am pleased to welcome readers to this, the first issue of Knowledge Management Research & Practice (KMRP). The aim of KMRP is to provide an outlet for rigorous, high-quality, peer-reviewed articles on all aspects of managing knowledge, organisational learning, intellectual capital and knowledge economics. The Editorial Board intends that there be a particular emphasis on cross-disciplinary approaches, and on the mixing of 'hard' (e.g. technological) and 'soft' (e.g. cultural or motivational) issues. This issue features four regular papers and an editorial paper; in addition, there are two book reviews. KMRP is intended as a truly international journal. The papers in this issue feature authors based in five different countries on three continents; eight different countries and four continents if the editorial paper is included. The first of the regular papers is 'The Knowledge-Creating Theory Revisited: Knowledge Creation as Synthesizing Process', by Ikujiro Nonaka and Ryoko Toyama. There can be few readers who are unaware of the work on knowledge creation by Nonaka and his co-workers such as Takeuchi, and this paper seeks to revisit and extend some of the earlier ideas. The second paper is 'Knowledge Sharing in a Multi-Cultural Setting: A Case Study' by Dianne Ford and Yolande Chan. They present a case study that explores the extent to which knowledge sharing is dependent on national culture. The third paper is 'R&D Collaboration: The Role of bain Knowledge-creating Networks' by Malin Brännback. She also draws upon Nonaka and Takeuchi's work on knowledge creation, using the case of knowledge-creating networks in biopharmaceutical R&D involving both universities and industry as an example. The fourth regular paper is 'The Critical Role of Leadership in Nurturing a Knowledge Supporting Culture' by Vincent Ribière and Alea Saa Sitar. They examine the role of leaders in knowledge management generally, and especially in knowledge organisations, from the viewpoint of 'leading through a knowledge lens'. In addition, this issue includes an 'editorial paper', 'Knowledge Management Research & Practice: Visions and Directions' by the editorial team of John Edwards, Meliha Handzic, Sven Carlsson, and Mark Nissen. This paper presents a small survey of academics and practitioners, outlines key directions for knowledge management research and practice, and gives the editorial team's views on how KMRP can help promote scholarly inquiry in the field. We trust that you will both enjoy reading this first issue and be stimulated by it, and cordially invite you to contribute your own paper(s) to future issues of KMRP.

Sales manager and sales team determinants of salesperson ethical behaviour

Purpose – The purpose of this paper is to develop and test a model of the role managers and peers play in shaping salespeople's ethical behaviour. The model specifies that sales manager personal moral philosophies, whether sales managers themselves are rewarded according to the outcomes or behaviours of their salespeople, sales team job security, intra-team cooperation, and sales team tactical performance all influence sales team ethical standards. In turn, ethical standards influence the probability that sales team members will behave (un)ethically when faced with ethical dilemmas. Design/methodology/approach – The model is tested on a sample of 154 Finnish sales managers. Data were collected via mail survey. Analysis was undertaken using structural equation modelling. Findings – Ethical standards appear to be shaped by several factors; behaviour-based management controls increase ethical standards, relativist managers tend to manage less ethically-minded sales teams, job insecurity impedes the development of ethical standards, and sales teams' cooperation activity increases ethical standards. Sales teams are less likely to engage in unethical behaviour when the teams have strong ethical standards. Research limitations/implications – Cross-sectional data limits generalisability; single country data may limit the ability to generalise to different sales environments; additional measure development is needed; identification of additional antecedent factors would be beneficial. Practical implications – Sales managers should consciously develop high ethical standards in sales teams if they wish to reduce unethical behaviour. Ethical standards can be improved if sales managers change their own outward behaviour (exhibit a less relativistic ethical philosophy), foster cooperation amongst salespeople, and develop perceptions of job security. How sales managers are rewarded may shape how they approach the management of ethical behaviour in their sales teams. Originality/value – This paper appears to be the first to simultaneously examine both sales manager-specific and sales team-specific antecedents to sales team ethical standards and behaviours. As such, it provides an important base for research in this critical area.