Evaluation of team‐based management: a case study

Whitfield, J. Michael; Anthony, William P.; Kacmar, K. Michele

doi:10.1108/09534819510084337

Cited by 7 publications

(10 citation statements)

References 10 publications

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“…Following this the question was asked, "What were the weaknesses of the program?" The literature review found authors such as Whitfield, Anthony, and Kacmar (1995), Kerzner (2000) and Dunn (2001) all claiming that a weakness of such a program was the difficulty in implementation due to the projects' time frames. This was also evident across both case studies, as both projects were allocated with little time to properly plan for such a program.…”

Section: Resultsmentioning

confidence: 99%

“…Although respondents recognized the importance of a skilled, experienced, expert, committed and focused team, there was no opportunity for them to employ this in the case studies. Whitfield, Anthony, and Kacmar (1995) identified this as a project team trait that would lead to increased effectiveness. Whitfield, Anthony, and Kacmar.…”

Section: Resultsmentioning

confidence: 99%

“…Whitfield, Anthony, and Kacmar (1995) identified this as a project team trait that would lead to increased effectiveness. Whitfield, Anthony, and Kacmar. (1995) claim that frequent meetings should be held to identify the needs of the project team and opportunities to improve current practices.…”

Section: Resultsmentioning

confidence: 99%

“…This provides the opportunity for team members to identify issues and offer solutions to resolve them (Fisher, Rayner, & Belgard 1995). Whitfield, Anthony, and Kacmar (1995) support this by claiming that frequent meetings should be held to identify the needs of the project team and opportunities to improve current practices via a change management process.…”

Section: Literature Reviewmentioning

confidence: 99%

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The Role of Induction and Training in Team Effectiveness

Atkins¹,

Gilbert²

2003

Project Management Journal

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Anecdotal evidence suggests that throughout project environments there are inadequate induction and training programs for project teams. Resultant issues include poor scope of works and a lack of communication for both project teams and project managers. This research is designed to evaluate why these problems occur and provide direction as to how these can be minimized. The case studies selected for this research have noted failures or issues in relation to project teams providing a service to major clients. The researchers discovered that there was a significant lack of management support for such a program, which cascaded into other areas of concern such as inadequate training, lack of internal processes, and a client lack of confidence to deliver.

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

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The Role of Induction and Training in Team Effectiveness

Atkins¹,

Gilbert²

2003

Project Management Journal

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“…Bateman and Zeithaml (1990) opine that teamwork can increase competitiveness by: (i) improving productivity; (ii) improving quality and encouraging innovation; (iii) taking advantage of the opportunities provided by technological advantages; and (iv) improving employees motivation and commitment. Whitfield et al (1995) assert that team decision-making offer a number of advantages, which include (1) motivation through participation;…”

Section: Prospects Of Effective Team Spirit To Change Managementmentioning

confidence: 99%

Team Spirited Approach for Innovation and Success in Change Management in Nigerian Manufacturing Organizations: Strategies, Challenges and Prospects

Uzoamaka

Ngozi

Okey

2015

International Journal of Asian Social Science

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The growing complexities and challenges of manufacturing environment characterized by harsh economic realities, unstable and proliferation of government policies, dwindling fortunes, globalization and the forces of competition have imposed considerable responsibilities on manufacturing organizations to either swim or sink. Whatever the degree of change, its implementation can still pose large problems for organizations and their staff. An organization will outperform its competitors if it effectively uses its workforce unique combination of skills and abilities to exploit environmental opportunity and neutralize threats. This paper systematically examines how to build a positive team spirit in the face of change in manufacturing organizations in Nigeria and the extent to which the use of teams in management of organizational change can be effective. The research methodology used was survey research. Data collected were analyzed using z-test and chi-square parametric statistics. The findings of this study suggest that leaders can challenge, motivate, and empower their teams during change are successful. The researchers recommend that managers should share their belief, knowledge and objectives with those to be affected by change. This can involve a major and expansive program of training, face-to-face counseling, group meetings and the publication of memos and reports. The employees who might try to resist change in the organization should be incorporated in the planning and implementing the change. Integration and collaboration can have the effect of minimizing opposition and encouraging commitment to the change efforts. The implication of this study is that unless people are involved, committed and prepared to adapt and learn, organizational objectives, plans and future desired states may likely meet resistance.

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Improving teamwork: the effect of self-assessment on construction design teams

Busseri

Palmer

2000

Design Studies

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Evaluation of team‐based management: a case study

Cited by 7 publications

References 10 publications

The Role of Induction and Training in Team Effectiveness

The Role of Induction and Training in Team Effectiveness

Team Spirited Approach for Innovation and Success in Change Management in Nigerian Manufacturing Organizations: Strategies, Challenges and Prospects

Improving teamwork: the effect of self-assessment on construction design teams

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