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.

Coordinated transportation of a large object by a team of three robots

Dynamical systems theory in this work is used as a theoretical language and tool to design a distributed control architecture for a team of three robots that must transport a large object and simultaneously avoid collisions with either static or dynamic obstacles. The robots have no prior knowledge of the environment. The dynamics of behavior is defined over a state space of behavior variables, heading direction and path velocity. Task constraints are modeled as attractors (i.e. asymptotic stable states) of the behavioral dynamics. For each robot, these attractors are combined into a vector field that governs the behavior. By design the parameters are tuned so that the behavioral variables are always very close to the corresponding attractors. Thus the behavior of each robot is controlled by a time series of asymptotical stable states. Computer simulations support the validity of the dynamical model architecture.

Coordinated transportation of a large object by a team of two robots

In this paper dynamical systems theory is used as a theoretical language and tool to design a distributed control architecture for a team of two robots that must transport a large object and simultaneously avoid collisions with obstacles (either static or dynamic). This work extends the previous work with two robots (see [1] and [5]). However here we demonstrate that it’s possible to simplify the architecture presented in [1] and [5] and reach an equally stable global behavior. The robots have no prior knowledge of the environment. The dynamics of behavior is defined over a state space of behavior variables, heading direction and path velocity. Task constrains are modeled as attractors (i.e. asymptotic stable states) of a behavioral dynamics. For each robot, these attractors are combined into a vector field that governs the behavior. By design the parameters are tuned so that the behavioral variables are always very close to the corresponding attractors. Thus the behavior of each robot is controlled by a time series of asymptotic stable states. Computer simulations support the validity of the dynamical model architecture.

Formative assessment and motivation in higher education: a successful approach in mechanical engineer thermodynamics

Between 2000/01 and 2006/07, the approval rate of a Thermodynamics course in a Mechanical Engineer graduation was 25%. However, a careful analysis of the results showed that 41% of the students chosen not to attend or dropped out, missing the final examination. Thus, a continuous assessment methodology was developed, whose purpose was to reduce drop out, motivating students to attend this course, believing that what was observed was due, not to the incapacity to pass, but to the anticipation of the inevitability of failure by the students. If, on one hand, motivation is defined as a broad construct pertaining to the conditions and processes that account for the arousal, direction, magnitude, and maintenance of effort, on the other hand, assessment is one of the most powerful tools to change the will that students have to learn, motivating them to learn in a quicker and permanent way. Some of the practices that were implemented, included: promoting learning goal orientation rather than performance goal orientation; cultivating intrinsic interest in the subject and put less emphasis on grades but make grading criteria explicit; emphasizing teaching approaches that encourage collaboration among students and cater for a range of teaching styles; explaining the reasons for, and the implications of, tests; providing feedback to students about their performance in a form that is non-egoinvolving and non-judgemental and helping students to interpret it; broadening the range of information used in assessing the attainment of individual students. The continuous assessment methodology developed was applied in 2007/08 and 2008/09, having found an increase in the approval from 25% to 55% (30%), accompanied by a decrease of the drop out from 41% to 23,5% (17,5%). Flunking with a numerical grade lowered from 34,4% to 22,0% (12,4%). The perception by the students of the continuous assessment relevance was evaluated with a questionnaire. 70% of the students that failed the course respond that, nevertheless, didn’t repent having done the continuous assessment.

Spatial dynamics of team sports exposed by Voronoi diagrams

Team sports represent complex systems: players interact continuously during a game, and exhibit intricate patterns of interaction, which can be identified and investigated at both individual and collective levels. We used Voronoi diagrams to identify and investigate the spatial dynamics of players' behavior in Futsal. Using this tool, we examined 19 plays of a sub-phase of a Futsal game played in a reduced area (20 m(2)) from which we extracted the trajectories of all players. Results obtained from a comparative analysis of player's Voronoi area (dominant region) and nearest teammate distance revealed different patterns of interaction between attackers and defenders, both at the level of individual players and teams. We found that, compared to defenders, larger dominant regions were associated with attackers. Furthermore, these regions were more variable in size among players from the same team but, at the player level, the attackers' dominant regions were more regular than those associated with each of the defenders. These findings support a formal description of the dynamic spatial interaction of the players, at least during the particular sub-phase of Futsal investigated. The adopted approach may be extended to other team behaviors where the actions taken at any instant in time by each of the involved agents are associated with the space they occupy at that particular time.

Design of the ISePorto robocup Middle-Size League Robotic Soccer Team: Control, Localisation and Coordination

Proceedings of the 10th Mediterranean Conference on Control and Automation - MED2002 Lisbon, Portugal, July 9-12, 2002

Control and Localisation for the ISePorto Robotic Soccer Team

International Conference on Advanced Robotics, Coimbra, Portugal, Julho 2003

ISePorto Robotic Soccer Team: A New Player Generation

Proceedings of the Scientific Meeting of the Portuguese Robotics Open 2004

Autoavaliação das organizações escolares: articulação da equipa de autoavaliação com as lideranças intermédias

O presente trabalho de projeto resulta de um estudo na área da Avaliação Institucional, realizado num agrupamento de escolas com educação pré-escolar e ensinos básico e secundário. O objetivo principal relacionou-se com a construção de um Plano de Ação, que promova o desenvolvimento de uma cultura de avaliação, procurando envolver todos os ‘atores’ educativos no processo de mudança e melhoria do agrupamento, com principal incidência na articulação da Equipa de Autoavaliação do Agrupamento, com as Lideranças Intermédias, de forma a implementar o processo de Autoavaliação do Agrupamento. A avaliação das escolas deve basear-se em dispositivos simples e exequíveis e nesse sentido é importante que a avaliação respeite critérios de pertinência, de coerência, de eficácia, de eficiência e de oportunidade. As Equipas de Autoavaliação, em articulação com as Lideranças Intermédias, assumem cada vez mais importância, nas organizações escolares, podendo ser potenciadoras da melhoria da eficácia e eficiência das organizações escolares. Um dos instrumentos de recolha de dados foi o inquérito por questionário, aplicado a 89 professores e educadores, que representam 51,2 % dos docentes do agrupamento em estudo. Outro instrumento de recolha de dados foi o focus group, constituído por 11 professores, dos departamentos curriculares existentes no agrupamento. Os resultados mostraram que o processo de autoavaliação é já uma prática comum no agrupamento, com uma certa consolidação. No entanto, ao nível da estrutura que lidera, apesar de integrar representantes de toda a comunidade educativa, ainda se verifica uma participação muito centrada nos docentes. Esta estrutura deve tornar-se mais abrangente, de forma a permitir a incorporação de outros pontos de vista. Os resultados mostraram ainda, diferentes tipos de abordagem aos assuntos relacionados com a autoavaliação, nos distintos departamentos curriculares. O incentivo das Lideranças Intermédias e a sua implicação na tarefa de motivar os professores para a participação no processo, a articulação com a Equipa de Autoavaliação e a comunicação serão determinantes para a melhoria da eficácia e eficiência da organização. No plano de ação, é apresentado um conjunto de propostas, que pretendem colmatar estas debilidades.

Kaizen como filosofia de melhoria contínua na direção de serviços administrativos da SONAE

Com as atuais exigências do mercado, as empresas têm de dar respostas cada vez mais rigorosas aos clientes, como entregas mais regulares e quantidades mais reduzidas, preços mais baixos e tempos de resposta e entregas menores. Processos e produtos mais flexíveis e inovadores são a chave para a sobrevivência e sucesso de muitas empresas: cumprindo os prazos, aumentando a produtividade dos processos, respondendo rapidamente às necessidades do mercado, reduzindo o stock em toda a cadeia, reduzindo tempo e custos operacionais e integrando todas as estruturas de forma a facilitar a troca de informação, refere Russel e Taylor III, (2003). Nos últimos anos temos assistido a uma constante mudança cultural nas empresas, onde a motivação e o desempenho dos seus colaboradores são tidos como essenciais. No grupo SONAE, as práticas existentes continuam a orientar para uma cultura verdadeiramente inovadora. A implementação da metodologia Kaizen foi uma autêntica revolução em que foram desenvolvidas inúmeras ideias, assentando numa forte mudança cultural. O presente estudo pretende clarificar todo o processo de melhoria contínua através da implementação de ferramentas que lhe estão associadas, bem como as auditorias a esses mesmos procedimentos. Cada vez mais, são identificadas estratégias de melhoria contínua baseadas na filosofia Kaizen como forma de fazer face aos novos desafios. Com a implementação do Kaizen, este projeto terá como principal objetivo averiguar se os funcionários estão a obter resultados positivos nas suas funções diárias, bem como nas tarefas em conjunto com os colegas da sua equipa ou de outras equipas. Assim surge o interesse de um estudo de caso realizado na Direção de Serviços Administrativos da SONAE.

Integration of the project team in the classic maintenance cycle

A manutenção é uma área extremamente importante, principalmente na indústria. Devidamente organizada, permitirá um fluxo produtivo devidamente planeado e executado, que permitirá a qualquer empresa manter o nível de facturação desejado e o prazo de entrega acordado com os clientes. De outra forma, poderá originar o caos. No entanto, os desafios de gestão da produção mais correntes, nomeadamente através do Lean Manufacturing, passam a exigir um pouco mais do que uma simples manutenção. Torna-se obrigatório fazer análises económicas que permitam averiguar quando cada equipamento passa a exigir custos de manutenção excessivos, os quais poderão obrigar a um recondicionamento mais acentuado do equipamento, o qual pode passar inclusivamente por uma melhoria da sua performance. Nestes casos, terá que existir uma “cumplicidade” entre a Direcção de Produção e a Manutenção, no sentido de averiguar o melhor momento para proceder a uma melhoria do equipamento, numa perspectiva de funcionamento global em linha de produção, adaptando-o à performance que será exigida ao conjunto. Neste domínio, o Projecto passa a prestar um serviço valiosíssimo à empresa, integrando-se no conjunto Produção + Manutenção, criando valor na intervenção, através do desenvolvimento de um trabalho que permite não só repor o estado natural da produção, mas sim promover uma melhoria sustentada da mesma. Este trabalho pretende reflectir e avaliar a relevância do Projecto neste tipo de operações, contribuindo de uma forma sistemática e sustentada para a melhoria contínua dos processos de fabrico. É apresentado um caso de estudo que pretende validar todo o desenvolvimento anteriormente realizado na matéria.

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