• 보건행정학회지
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• 제11권3호
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• pp.1-30
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• 2001

This study was conducted to evaluate the effectiveness of team system at university hospitals in Korea. Data were collected from administrative and medical support workers at 4 university hospitals through the self-administered questionnaires and analyzed using frequency analysis, t-test, and oneway ANOVA. The results of this study are as follows. First, teams with higher team management characteristics show higher level of quality of work life and performance effectiveness. Second, teams which consist of members with variety background and skills show higher level of quality of work life and performance effectiveness. Third, team which have the higher autonomy, technology variety, job significance, and feedback show higher team effectiveness. Fourth, team which have team leaders with higher leadership score show higher level of quality of work life and performance effectiveness. Fifth, there are differences in team effectiveness in terms of sicio- demographic variables such as average age, position, and tenure of team members, length of team system, and team size. Sixth, the job autonomy of team members and the leadership of team managers have significant effects on the quality of work life variables. Seventh, the leadership of team leaders, job autonomy of members, and individual contact between team managers and members have significant effects on the team performance variables. In conclusion, in order to increase the effectiveness of team system in university hospitals, it is required to consider the characteristics of team management, diversity of team members, the autonomy of team members, the leadership of team manager, and the socio-demographic factors of team members.

• International journal of advanced smart convergence
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• 제13권1호
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• pp.152-161
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• 2024

The purpose of this study sought to determine the impact of shared leadership perceived by organizational members on team effectiveness and team learning behavior. For this purpose, the results of the empirical analysis of 206 organizational members are as follows. First, shared leadership was analyzed to improve team effectiveness. Second, shared leadership had a positive effect on team learning behavior. Third, team learning behavior was statistically significantly analyzed for team effectiveness. This study confirmed the importance of shared leadership, which has a positive impact on team effectiveness and team learning behavior. This may require building a new culture that can demonstrate the inherent leadership of organizational members in the influence relationship between shared leadership, team effectiveness, and team learning behavior. In other words, in order to systematically demonstrate and implement shared leadership, the execution ability of executives, managers, and working-level managers is important. To this end, it is necessary to build an organizational culture that matches the characteristics of the organization and develop and continuously implement human resource development systems and programs that can implement this.

• 대한안전경영과학회지
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• 제6권1호
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• pp.269-281
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• 2004

This study aims to examine the effects of team member characteristics(change reception, work understand) and team process(potency, social support, workload sharing, communication and cooperation within the team) to team effectiveness(job commitment, job satisfaction and productivity), As the result, both team member characteristics and team process have positive relations with team effectiveness.

• 지식경영연구
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• 제15권4호
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• pp.57-78
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• 2014

Since team performance has become one of the core factors for companies' success, companies are putting every effort to raise team productivity. In this vein, the purpose of this study was to examine the influence of team learning behavior upon team dynamic capabilities, team effectiveness, and to verify the mediating effect of team dynamic capabilities in corporations. 312 employees were randomly selected to participate in an questionnaire survey. The result has shown that the static correlation exists between team learning behavior, team dynamic capabilities, and team effectiveness. Team dynamic capabilities mediated the relationship between team learning behavior and team effectiveness. Based on the findings, the study implies that learning behaviors among team members should be supported in order to improve its outcome, and HR representatives must help to develop dynamic capabilities.

• 대한안전경영과학회지
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• 제14권4호
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• pp.39-49
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• 2012

The purpose of this study was to investigate the influence of air traffic controller's leadership characteristics and hazardous attitudes on the team effectiveness. The effectiveness make use of team efficacy and team commitment. Leadership characteristics and hazardous attitudes make use of the contents of a CRM manual. The study showed following results. 1) Leadership characteristics has a positive influence on the team effectiveness. 2) Hazardous attitudes has a partially bad influence on the team effectiveness. This study was conducted under the auspice of civil and military ATC facilies and by participation of devoting ATC controller's.

• 한국도서관정보학회지
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• 제38권2호
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• pp.399-430
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• 2007

이용자와 서비스환경의 변화에 대한 대응방안의 하나로 대학도서관에 점차 팀제 도입이 증가하고 있다. 본 연구는 대학도서관에 도입된 팀제의 유효성 평가를 통해 효율적인 팀제적용 방안을 제시하고자 하였다. 연구결과, 팀제의 유효성 평가에 있어 직급과 근무기간별 차이가 큰 것으로 조사되었으며, 커뮤니케이션의 활성화와 팀제 수용능력이 유효성에 가장 큰 영향을 미치는 것으로 조사되었다. 따라서, 팀제 도입에 따른 유효성을 극대화하기 위해서는 목표설정과 갈등해소에 직접적인 영향을 미치는 팀내 및 팀간 커뮤니케이션 활성화 방안의 마련과 팀제 수용능력의 향상을 통해 대학도서관의 특성과 목적에 적합한 팀제 모델이 제시될 필요가 있다.

• 한국병원경영학회지
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• 제5권1호
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• pp.232-271
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• 2000

The introduction of a team system to any organization is usually to improve that organizations dynamics, by increasing the proper adaptation to rapidly changing environments, by reducing approval procedures, and by promoting power authorization. In this regard, this study was carried out in an attempt to determine (1) whether or not the introduction of a team system can be as effective in hospital organizations as it has been in business organizations, and (2) what behavior factors influence such effectiveness. For the current study, questionnaires were distributed to the employees of a university hospital in Pusan. Four hundred eighty three of them(94.7%) were retrieved and analyzed through statistical processes. The three types of variables that were found to influence team effectiveness were: (1) independent variables of team organization characteristics, such as communication, organizational atmosphere, leadership and team knowledge, (2) intervening variables of team organization characteristics. such as job autonomy, technological variety, task subjectivity, task feedback and task importance, and(3) the dependent variables of team level effectiveness, such as job satisfaction and commitment to team organization. The gathered data were processed by using the 6.12 version of the statistical program SAS(Statistical Analysis System), and the reliance coefficient of those measured variables was then evaluated as an average of 0.78. The influence of team level effectiveness was analyzed by using multiple regression analysis. These differences in effectiveness were then analyzed on the basis of related mean values, while the differences among demo-sociological characteristics were analyzed by using the dispersion analysis(ANOVA) and the t-test. The results of the study can be summarized by the following. First, regarding the relationship between team organization characteristics and team level effectiveness, all of the factors including communication, organizational atmosphere, leadership and team knowledge were found to have a significant influence on effectiveness. Second, the factors of team job characteristics, such as technological variety, task importance and job autonomy, had significant effects on job satisfaction and organizational commitment among the teams members. Team level effectiveness was generally high, while team job satisfaction was higher the teams organizational commitment. Third, regarding the demo-sociological characteristics, team level effectiveness was found to be higher among those who were older, who had more job experience, and who had a higher position. Comparing the differences among job types, the effectiveness was relatively higher in the fields of nursing and administration/management then in other fields. Further study should be done towards the setting of variables for characteristics of hospital organization, developing suitable methods of measurement, and researching individual level effectiveness.

• 지식경영연구
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• 제4권2호
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• pp.1-18
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• 2003

Team-members may have diverse backgrounds and characteristics and such diversity is getting increased in teams in terms of demographics(gender, age, and educations) and capabilities(knowledge, skills, and experiences). A meta-analysis of the last 40 years studies, however, concluded that diversity in teams does not have the consistent main effect on team performances. On the other hand, according to theories of selection and socialization, similarity in values, backgrounds, and experiences buttress the positive and effective working environment. Therefore, we conduct an empirical study in favor of similarity in work teams for the sake of team effectiveness. We investigated the importance of the similarity of team-members on IT team effectiveness. Two aspects of similarity, demographic and cognitive, were considered together. The shared mental model(SMM) was introduced as the representative construct for the cognitive similarity. We found that SMM is more important than the demographic similarities on team effectiveness.

• 간호행정학회지
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• 제23권1호
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• pp.18-31
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• 2017

Purpose: The purpose of this study was to analyze literature related to nursing team effectiveness and to summarize the definition variables included, measurement tools, and findings. Basic data on operation and research for team effectiveness in nursing units was sought. Methods: A literature search was performed to identify all studies published between 2003 and 2016 from periodicals indexed in PUBMED, CINAHL, SCIENCE DIRECT, RISS, KISS, and NAL databases. The following keywords were used in the search: 'team effectiveness', 'nurse', 'nursing', and 'hospital'. Ten studies were analyzed. Results: The analysis included domestic and international literature on nursing team effectiveness. The foreign literature included studies of various organizations including nurses, use of various research tools, leadership programs and/or new nursing delivery systems. In the Korean studies, most of the research on team effectiveness surveyed nurses on team satisfaction, team commitment, and team performance in general nursing units, operating rooms, and intensive care units. Conclusion: The findings show the necessity to develop a definition of team effectiveness that can be accepted comprehensively in nursing organizations in Korea. The definition should reflect team effectiveness that includes all cooperating units not only nurses of the nursing unit but also all other related health care teams.

• 간호행정학회지
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• 제10권1호
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• pp.83-96
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• 2004

Purpose: The purpose of this research is, by investigating organizational characteristics, types of nursing organizational culture and team effectiveness in ICU, to ascertain the type of nursing organizational culture and the organizational characteristic that can improve the team effectiveness. Method: The research targeted 427 nurses from 33 ICUs of 14 general hospitals which have more than 250 beds and the data were gathered by using self-report questionnaires from April 10, 2003 to April 24, 2003. For this research, the following tools were used; the tool for measuring organizational characteristics and organizational cultures and the tool for measuring team effectiveness. Result: The most significant nursing organizational characteristic in ICU is the centralization. The organizational culture in ICU is generally rank-oriented culture. There was a significant difference (p<.01) in four types of organizational cultures; relation-oriented, innovation-oriented, rank-oriented and task-oriented. Verifying influence power of organizational cultures upon team effectiveness of ICU, relation-oriented culture had 49.2% of an influence upon team effectiveness, innovation- oriented and relation-oriented culture had 60.4% of an influence, and rank-oriented, innovation-oriented and relation-oriented culture had 61.2% of an influence. The organizational culture profiles according to the types of nursing organizational cultures in 33 ICUs were found by a cluster analysis. They were classified into five culture profiles; strong balance culture profile, weak balance culture profile, innovation-oriented and task-oriened culture profile, strong relation culture profile and strong rank culture profile(p<0.5). According to me organizational culture profiles, a significant difference of team effectivenesses(coworker satisfaction, team performance perception, team satisfaction and team commitment) was found(p<.01). The strong balance culture profile had the best team effectivenesses. Conclusion: For nursing culture management, a nursing administrator should identify the relevant nursing organizational culture at first by utilizing an innovative team-leader. After identifying the organizational culture, the administrator should make strategic plans and practices that can distinguish good organizational cultures to be expanded from ones to be sublated so that a strong balance culture can be developed.