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As equipas nas organizações não constituem uma panaceia para todos os seus problemas dado que algumas equipas são mais eficazes que outras. O que distingue então estas equipas? Mais do que conhecimentos técnicos, as equipas necessitam de possuir competências transversais que lhes permitam ter a adaptabilidade necessária a um contexto em mudança. Devido à escassez de estudos empíricos que relacionem as competências de equipa à eficácia da equipa, esta dissertação propõe um modelo para estudo. Adicionalmente, objectiva realizar o primeiro passo no estudo deste modelo ao validar empiricamente o modelo de competências de equipa proposto pela literatura mais recente. É testado se as competências de equipa possuem três componentes – Atitudes, Comportamentos e Cognições. Neste estudo participaram 1887 indivíduos, pertencentes a 630 equipas de...
Teams in organizations are not a panacea for all their problems because some teams are more effective than others. What distinguishes these teams then? More than technical expertise, the teams need to possess soft skills to enable them to have the necessary adaptability to a changing environment. Due to the scarcity of empirical studies that relate team competencies and team effectiveness, this thesis proposes a model for study. Additionally, we intent to perform the first step in studying this model by empirically validate the model proposed by the most recent literature of team competencies. It is tested if the team competencies have three components - Attitudes, Behaviors and Cognitions. This study involved 1887 individuals from 630 teams in a management competition, having responded to two questionnaires. The measures in ...
Consider team production with two people. Each is characterized by a prior distribution that he will do Right or Wrong. After the outcome of the project is observed, these probabilities are updated. When output depends on the weakest link in production, following project failure the posterior probability that a person did Right declines with the probability that the other worker did Right. The same holds when output depends on the best shot in production and the team effort succeeded. A leader concerned about his reputation may therefore prefer to work with a person unlikely to do Right.
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