Work Teams

Work teams are composed of two or more individuals; who exist to perform organizationally relevant tasks; share one or more common goals; interact socially; exhibit interdependencies in task workflows, goals, and/or outcomes; maintain and manage boundaries; and are embedded in a broader organizational context that sets boundaries, constrains the team, and influences exchanges with other units in the organization. Work team effectiveness is enabled by team processes that combine individual efforts into a collective product

Round-robin tournaments with minimum number of breaks and two teams per club

We study round-robin tournaments for 2n teams. Here n is either interpreted as the number of clubs, each having two teams, or the number of strength groups with two teams each. For even n we give a construction of a single round-robin tournament for 2n teams with 2n - 2 breaks, where the teams of the same club have complementary home-away patterns and play against each other in the first round. If the pairs of teams are strength groups, then a cyclic permutation of the constructed schedule results in a group-balanced tournament

A Typology of Virtual Teams: Implications for Effective Leadership

As the nature of work in today\u27s organizations becomes more complex, dynamic, and global, there has been an increasing emphasis on far-flung, distributed, virtual teams as organizing units of work. Despite their growing prevalence, relatively little is known about this new form of work unit. The purpose of this paper is to present a theoretical framework to focus research toward understanding virtual teams and, in particular, to identify implications for effective leadership. Specifically, we focus on delineating the dimensions of a typology to characterize different types of virtual teams. First, we distinguish virtual teams from conventional teams to identify where current knowledge applies and new research needs to be developed. Second, we distinguish among different types of virtual teams, considering the critical role of task complexity in determining the underlying characteristics of virtual teams and leadership challenges the different types entail. Propositions addressing leadership implications for the effective management of virtual teams are proposed and discussed

Virtual teams: A literature review

In the competitive market, virtual teams represent a growing response to the need for fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Virtual teams enable organizations to pool the talents and expertise of employees and non-employees by eliminating time and space barriers. Nowadays, companies are heavily investing in virtual team to enhance their performance and competitiveness. Despite virtual teams growing prevalence, relatively little is known about this new form of team. Hence the study offers an extensive literature review with definitions of virtual teams and a structured analysis of the present body of knowledge of virtual teams. First, we distinguish virtual teams from conventional teams, different types of virtual teams to identify where current knowledge applies. Second, we distinguish what is needed for effective virtual team considering the people, process and technology point of view and underlying characteristics of virtual teams and challenges they entail. Finally, we have identified and extended 12 key factors that need to be considered, and describes a methodology focused on supporting virtual team working, with a new approach that has not been specifically addressed in the existing literature and some guide line for future research extracted

The myth of self-managing teams: A reflection on the allocation of responsibilities between individuals, teams and the organisation

Concepts that include the participation and empowerment of workers are becoming \ud increasingly important nowadays. In many of these concepts, the formal responsibility is delegated to teams. Does this imply that the normative responsibility for the actions of teams is also delegated? In this article we will reflect on the difference between holding a person accountable and bearing responsibility. A framework is elaborated in order to analyse the accountability and responsibility of teams. In this framework, the emergence of a collective mind, and the organisational factors that influence the extent to which teams have the possibility of acting in a responsible way play an important role. It shows that teams can bear responsibilities that could never be carried by a group of individuals. The framework is used to analyse two sample cases with self-managing teams in production facilities. The authors discuss the implications for the theory and practice of self-managing teams and the allocation of responsibility between individuals, teams and the organisation

Teams organization and performance analysis in autonomous human-robot teams

This paper proposes a theory of human control of robot teams based on considering how people coordinate across different task allocations. Our current work focuses on domains such as foraging in which robots perform largely independent tasks. The present study addresses the interaction between automation and organization of human teams in controlling large robot teams performing an Urban Search and Rescue (USAR) task. We identify three subtasks: perceptual search-visual search for victims, assistance-teleoperation to assist robot, and navigation-path planning and coordination. For the studies reported here, navigation was selected for automation because it involves weak dependencies among robots making it more complex and because it was shown in an earlier experiment to be the most difficult. This paper reports an extended analysis of the two conditions from a larger four condition study. In these two "shared pool" conditions Twenty four simulated robots were controlled by teams of 2 participants. Sixty paid participants (30 teams) were recruited to perform the shared pool tasks in which participants shared control of the 24 UGVs and viewed the same screens. Groups in the manual control condition issued waypoints to navigate their robots. In the autonomy condition robots generated their own waypoints using distributed path planning. We identify three self-organizing team strategies in the shared pool condition: joint control operators share full authority over robots, mixed control in which one operator takes primary control while the other acts as an assistant, and split control in which operators divide the robots with each controlling a sub-team. Automating path planning improved system performance. Effects of team organization favored operator teams who shared authority for the pool of robots. © 2010 ACM