A Strategic Guide for Building Effective Teams

Mealiea, Laird W.; Baltazar, Ramon

doi:10.1109/emr.2008.4490146

Cited by 6 publications

(14 citation statements)

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“…Healthy teams respect and embrace difference, recognizing that variety within a team is necessary for growth and development, and ultimately for its success (Mealiea & Baltazar, 2005).…”

Section: Resultsmentioning

confidence: 99%

Refractory suffering: The impact of team dynamics on the interdisciplinary palliative care team

et al. 2011

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The findings of this study highlight the precarious nature of the interdisciplinary team when significant challenges are faced. As a result of witnessing refractory suffering the division and fracturing of teams can easily occur; often team members are completely unaware of its cause. The findings of this study contribute to the limited literature on the nature of refractory suffering from the perspective of the interdisciplinary team.

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“…Healthy teams respect and embrace difference, recognizing that variety within a team is necessary for growth and development, and ultimately for its success (Mealiea & Baltazar, 2005).…”

Section: Resultsmentioning

confidence: 99%

Refractory suffering: The impact of team dynamics on the interdisciplinary palliative care team

et al. 2011

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“…Cohort building does require an investment of effort, time, and money, but many people who participate in cohort building agree that the results are well worth the outlay for the training (Mealiea & Baltazar, 2005). The demand to build cohorts is evident considering that faculties, corporations, institutions, and workplaces around the world spend substantial amounts annually on ways to create effective cohorts (Mealiea & Baltazar, 2005). According to Daft (1994), and Kerr and Sutton (2005), it is predicted that 90% of all North American organizations utilize some form of cohorts.…”

Section: Cohorts and Cohort Buildingmentioning

confidence: 99%

Cohort Building through Experiential Learning

Seed

2008

Journal of Experiential Education

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Universities are exploring ways to better prepare teachers for the classroom and to keep them there. Building cohorts of pre-service teachers is one of the ways currently under scrutiny. The University of Memphis began a new cohort-based, grant-funded program entitled Recruitment and Retention through Reinvention of Teacher Education (3Rs) to prepare middle-school math and science teachers in the summer of 2006. This article presents the results of a qualitative study on the effects of a four-day experiential learning program on the development of the 3Rs cohort of middle school pre-service teachers. Participants indicated that their experience was an effective way to build a graduate student cohort. Close relationships with each other were developed and support from the faculty was noted. Few pressing concerns were voiced. Getting away for an overnight stay, focus on educational best practices, and demonstrating the need and importance of this experience were listed as essential to the program.

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“…Daily and Bishop (2003) maintain that management support reinforces commitment from employees, assists in the design of teams to bring about positive outcomes, ensures that teams have appropriate information access and emphasizes the importance of teams and teamwork. Mealiea and Baltazar (2005) confirm that a critical team-building resource that is readily available in organizations is the manager and management support is central to building effective teams.…”

Section: Discussionmentioning

confidence: 79%

The Importance of Teamwork, Continuous Top Management Support and Training in Bringing About TQM

Parumasur

2013

JEBS

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As a result of increasing competition, organizations have realised the importance of its human capital in bringing about continuous improvement in quality in order to secure increased customer satisfaction and loyalty as well as sustainable development. Strategic approaches frequently, though not always successfully, adopted in a TQM environment include teamwork, management support and training. Hence, this study aims to assess managerial perceptions of the importance of teamwork, continuous top management support and training in bringing about TQM. Biographical influences on these managerial perceptions are also assessed. A sample of 202 managers (middle, senior, top) was drawn using a stratified random sampling technique. Data was collected using a pre-coded, selfdeveloped questionnaire whose psychometric properties were assessed using Factor Analysis and Cronbach's Coefficient Alpha respectively. Data was analyzed using descriptive and inferential statistics. The findings reflect that in this organization, the focus in bringing about total quality management is on continuous top management support, followed by continuous training and learning and lastly, teams and teamwork. These dimensions also significantly inter-correlate with each other. Biographical influences were also noted in terms of position, qualifications and gender. Based on the results, recommendations are presented for enhancing team performance, managerial support and training in efforts to bring about TQM.

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A Strategic Guide for Building Effective Teams

Cited by 6 publications

References 0 publications

Refractory suffering: The impact of team dynamics on the interdisciplinary palliative care team

Refractory suffering: The impact of team dynamics on the interdisciplinary palliative care team

Cohort Building through Experiential Learning

The Importance of Teamwork, Continuous Top Management Support and Training in Bringing About TQM

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