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Exploring individual and organizatio...

Altman Dautoff, Diane C.

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Exploring individual and organizational resilience as factors in effective transient work teams.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Exploring individual and organizational resilience as factors in effective transient work teams./
作者:	Altman Dautoff, Diane C.
面頁冊數:	197 p.
附註:	Source: Dissertation Abstracts International, Volume: 62-11, Section: A, page: 3847.
Contained By:	Dissertation Abstracts International62-11A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3032022
ISBN:	0493447199

Exploring individual and organizational resilience as factors in effective transient work teams.
Altman Dautoff, Diane C.

Exploring individual and organizational resilience as factors in effective transient work teams. - 197 p.

Source: Dissertation Abstracts International, Volume: 62-11, Section: A, page: 3847.

Thesis (Ed.D.)--Pepperdine University, 2001.

The ability to adapt to planned or unanticipated change while maintaining high performance facilitates an organization's ability to remain flexible in order to meet new or changing business requirements and opportunities. In this environment of continuing and often turbulent change, organizations are utilizing transient work groups and teams with increasing frequency with the goal of enhancing organizational adaptability while maintaining high performance and providing ongoing flexibility. One of the key questions has been how organizations can manage change, create capacity for new work, and also support the resilience of the employees charged with doing the work.

ISBN: 0493447199Subjects--Topical Terms:

626628
Business Administration, Management.

Exploring individual and organizational resilience as factors in effective transient work teams.
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245 1 0 $a Exploring individual and organizational resilience as factors in effective transient work teams.
300 $a 197 p.
500 $a Source: Dissertation Abstracts International, Volume: 62-11, Section: A, page: 3847.
500 $a Adviser: Kay Davis.
502 $a Thesis (Ed.D.)--Pepperdine University, 2001.
520 $a The ability to adapt to planned or unanticipated change while maintaining high performance facilitates an organization's ability to remain flexible in order to meet new or changing business requirements and opportunities. In this environment of continuing and often turbulent change, organizations are utilizing transient work groups and teams with increasing frequency with the goal of enhancing organizational adaptability while maintaining high performance and providing ongoing flexibility. One of the key questions has been how organizations can manage change, create capacity for new work, and also support the resilience of the employees charged with doing the work.
520 $a This descriptive study explores the role that individual and organizational resilience characteristics play in effective transient work teams. Five transient work teams from three organizations, each representing a different industry, were studied. The study included data gathered from five focus group interviews and ten individual follow-up interviews. Personal Resilience Questionnaires were completed by each focus group participant, and a Group Resilience Summary was produced for each team.
520 $a Consistent patterns were found across the 5 teams regarding the resilience characteristics which played the most important role in the effectiveness of the transient work teams studied. Content analysis revealed the most frequently identified individual and organizational resilience characteristics to be: “Flexibility,” “Confidence to solve the problem,” “Support for purpose,” and “Efficient use of organizational resources.” Support was not demonstrated for the proposed organizational characteristic “Minimal dysfunctional behavior.”
520 $a Recommendations for organizations emphasize building individual resilience skills, active involvement of team sponsors to ensure that adequate resources are available to work groups and teams, and acknowledgement and reward for both accomplishment of major milestones and the completion of group and team assignments. Recommendations for further research include: (a) replication of this study using a rigorous definition of “team effectiveness,” (b) comparing results of transient groups and teams in which members do not have previous knowledge of each other, (c) comparing results against stable ongoing teams, (d) comparing results against other types of transient groups, and (e) comparing these results against transient work teams whose organizations demonstrated minimal dysfunctional behavior.
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