电力企业加强和合型班组建设的有效途径

本文结合实际简要分析了电力企业和合型班组的地位、作用,和合型班组长的地住、作用以及和合型班组建设的关键所在,和合型班组对电力企业的班组建设有着积极的作用,让班组充满活力与生机,从而使电力企业不断的发展和壮大.     

电力企业加强和合型班组建设的有效途径

本文结合实际简要分析了电力企业和合型班组的地位、作用,和合型班组长的地住、作用以及和合型班组建设的关键所在,和合型班组对电力企业的班组建设有着积极的作用,让班组充满活力与生机,从而使电力企业不断的发展和壮大.     

以经济核算为龙头推动班组建设上台阶

以经济核算为龙头推动班组建设上台阶罗绍夫班组建设是一个系统工程，班组经济核算则是这个系统工程的核心，作为企业生产经营的前沿阵地和钱与物支出及消耗＂关口＂的班组，一切工作都要紧紧围绕这个核心。班组经济核算，可以说是年年喊，年年没有取得太多实际性的进展，...     

真情关爱职工 服务凝心聚力——沈阳水务集团工会实施“6＋1”工程纪实

沈阳水务集团工会于2008年开始,围绕加快建设和谐水务的工作目标,在集团党委行政的领导支持下,以三级基层单位和一线班组为重点,开展了小值班室、小食堂、小浴池、小卫生健身室、小理发美发室、小图书阅览室和小农场（养鱼池）,即＂6＋1＂工程建设活动,卓有成     

发挥牵头作用 推进班组建设

在企业全面整顿的基础上,为适应深化企业改革,抓管理、上等级、全面提高企业素质的需要,1985年以来,公司逐步形成和完善了“行政全面负责、工会直接牵头,专业部门对口管理,党政工团通力合作齐抓共管”的班组建设组织保证体系。六年来,在公司党委的领导下,各级工会把班组建设作为一项重要的战略任务,积极发挥牵头作用,主动协调各方面工作,配合行政抓整顿打基础、抓班组升级上水平和创建标准化班组三个阶段的工作,使班组建设取得了明显成果。截止1989年底,合格班组、信得过班组、先进班组分别达到99.5％、43％和10.05％,并涌现出全国单项先进班组两个省级先进班组4个,市级先进班组18个。班组素质的提高,加强了企业管理,增强了企业活力,有力地推动了企业两个文明建设。     

矿山公司班组建设的工作分析

面对新形势,新要求,从公司班组建设的现状,及其管理机制、模式和取得的成绩,可以看出按过去的模式抓标准化班组建设,已经很难适应现代企业制度的要求。由此本文从两个角度,分析了今后班组管理中应注意的问题,其目的是为培养和造就一支德才兼备的新型职工队伍,加快推进企业班组体质改革,不断提高班组综合素质,把班组建设成能战斗、善管理、讲团结、出成绩的坚强集体,使班组真正成为充满生机和活力的企业细胞,在经济建设中充分发挥作用。     

冶金企业班组安全管理的有效措施

冶金企业班组安全管理工作中,抓好班组基层、基础和基本功的"三基"建设是提高班组安全生产管理水平的关键。首先,要做好班前准备和班后总结;其次,要明晰岗位主要危险有害因素及控制措施,严格执行岗位禁戒律,控制好关键参数,悉知异常情况下如何应对和处置;再次,做好五会及日常培训学习和检查考核等工作。     

浅谈二维码技术在班组管理中的应用

信息化时代,纸质版记录不仅繁琐、保存不便、耗工时,还有着信息查询不便、无法进行信息及时共享、难以进行数据整合分析的缺点。随着二维码应用日益广泛,“扫一扫”给人们日常生活带来了便捷,同样也给企业创新管理带来了智慧。班组建设是企业发展的基础管理工作,分析班组建设存在的不足、创新班组管理模式、提高班组工作效率和管理水平,对于夯实企业安全生产和管理具有重要意义。如何将信息化技术应用到班组管理,成为了班组建设创新工作的突破点。在班组建设中通过对信息化技术的不断摸索,把信息化技术应用于班组管理中,更简化了班组内业,为“无纸化办公”、信息化管理开拓新思路、找寻新方法。     

强化班组建设 促进稳步发展

强化班组建设　促进稳步发展胡大全，彭宗胜马鞍山钢铁股份有限公司焦化厂１９６０年建成投产，是有３５年发展历史的老厂。在社会主义市场经济新形势下，如何使老厂永葆青春和活力？近几年来我们根据厂情，在认真贯彻落实部、省＂转机制、抓管理、练内功、增效益＂方针指...     

思想政治工作与班组建设相结合的实践探索

以陕西太白黄金矿业有限责任公司将思想政治工作与加强班组建设相结合为实例,分析、总结了黄金矿山班组思想政治工作中存在的问题,并提出了扭转班组建设中思想政治工作薄弱的措施,阐述了加强班组建设,助推思想政治工作“细胞化”建设,对促进企业生产经营工作健康快速发展的实效性,文中加强班组建设,助推思想政治工作“细胞化”建设的丰富实践例证,对其他黄金矿山企业搞好思想政治工作,推进班组建设具有较好的借鉴和参考价值。     

Longitudinal effects of lean production on employee outcomes and the mediating role of work characteristics.

The author discusses results from a 3 year quasi-experimental field study (N=368), which suggest negative effects on employee outcomes after the implementation of 3 lean production practices: lean teams, assembly lines, and workflow formalization. Employees in all lean production groups were negatively affected, but those in assembly lines fared the worst, with reduced organizational commitment and role breadth self-efficacy and increased job depression. A nonequivalent control group had no negative changes in outcomes. Mediational analyses showed that the negative effects of lean production were at least partly attributable to declines in perceived work characteristics (job autonomy, skill utilization, and participation in decision making). The study also shows the longitudinal effects of these work characteristics on psychological outcomes. Implications for lean production, work design, and employee well-being are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Team learning: Collectively connecting the dots.

This article tests the degree to which personal and situational variables impact the acquisition of knowledge and skill within interactive project teams. On the basis of the literature regarding attentional capacity, constructive controversy, and truth-supported wins, the authors examined the effects of cognitive ability, workload distribution, Agreeableness, Openness to Experience, and structure on team learning. Results from 109 four-person project teams working on an interdependent command and control simulator indicated that teams learned more when composed of individuals who were high in cognitive ability and when the workload was distributed evenly. Conversely, team learning was negatively affected when teams were composed of individuals who were high in Agreeableness. Finally, teams using a paired structure learned more than teams structured either functionally or divisionally. Theoretical and practical implications are discussed, as well as possible limitations and directions for future research. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Management team learning orientation and business unit performance.

Although research has suggested that teams can differ in the extent to which they encourage proactive learning and competence development among their members (a team learning orientation), the performance consequences of these differences are not well understood. Drawing from research on goal orientation and team learning, this article suggests that, although a team learning orientation can encourage adaptive behaviors that lead to improved performance, it is also possible for teams to compromise performance in the near term by overemphasizing learning, particularly when they have been performing well. A test of this proposition in a sample of business unit management teams provides strong support. The results confirm that an appropriate emphasis on learning can have positive consequences for team effectiveness. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A multilevel model of minority opinion expression and team decision-making effectiveness.

The consideration of minority opinions when making team decisions is an important factor that contributes to team effectiveness. A multilevel model of minority opinion influence in decision-making teams is developed to address the conditions that relate to adequate consideration of minority opinions. Using a sample of 57 teams working on a simulated airport security-screening task, we demonstrate that team learning goal orientation influences the confidence of minority opinion holders and team discussion. Team discussion, in turn, relates to minority influence, greater decision quality, and team satisfaction. Implications for managing decision-making teams in organizations are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Minority dissent and team innovation: The importance of participation in decision making.

This study integrates research on minority dissent and individual creativity, as well as team diversity and the quality of group decision making, with research on team participation in decision making. From these lines of research, it was proposed that minority dissent would predict innovation in teams but only when teams have high levels of participation in decision making. This hypothesis was tested in 2 studies, 1 involving a homogeneous sample of self-managed teams and 1 involving a heterogeneous sample of cross-functional teams. Study 1 suggested that a newly developed scale to measure minority dissent has discriminant validity. Both Study 1 and Study 2 showed more innovations under high rather than low levels of minority dissent but only when there was a high degree of participation in team decision making. It is concluded that minority dissent stimulates creativity and divergent thought, which, through participation, manifest as innovation. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Mental model metrics and team adaptability: A multi-facet multi-method examination.

This paper empirically examines the convergent, discriminant, and predictive validity of three team mental model measurement approaches. Specifically, this study measures the similarity (MM-similarity) and quality (MM-quality) facets of team strategy-focused mental models using structural networks, priority rankings, and importance ratings. The convergent and divergent relationships among the three mental model metrics are then examined via a multi-facet multi-method matrix. Finally, the relative utility of each metric for understanding the relationships between team mental models, team adaptability, and decision effectiveness are compared. The study was conducted in a laboratory setting, modeling 56 four-person decision-making teams. Results indicate little convergent and extensive discriminant validity across the three mental model metrics. In addition, only mental models measured using the structural networks metric were found to have predictive validity in relation to team adaptation and performance. The quality and similarity of team structural networks were found to have interactive effects in relation to adaptation such that mental model quality was most strongly related to adaptation for teams with low mental model similarity and unrelated to adaptation for teams with high similarity. In turn, adaptation was critical for team decision effectiveness. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Team cognition in experienced command-and-control teams.

Team cognition in experienced command-and-control teams is examined in an UAV (Uninhabited Aerial Vehicle) simulation. Five 3-person teams with experience working together in a command-and-control setting were compared to 10 inexperienced teams. Each team participated in five 40-min missions of a simulation in which interdependent team members control a UAV to take reconnaissance photos. Experienced teams exceeded performance of inexperienced teams, suggesting transfer of previous command-and-control experience. Compared to inexperienced teams, experienced teams had fewer errors on process-related training knowledge, superior team process ratings, and communications containing fewer coordination-related utterances. These findings support the view that team cognition emerges through the interactions of team members, that interactions distinguish high-performing teams from average teams, and that these interactions transfer across different tasks. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Trait configurations in self-managed teams: A conceptual examination of the use of seeding for maximizing and minimizing trait variance in teams.

In this article, the authors argue that there is no one best way to make placement decisions on self-managed teams. Drawing from theories of supplementary and complementary fit, they develop a conceptual model that suggests that (a) maximization principles should be applied to extroversion variance (i.e., complementary fit), (b) minimization principles should be applied to conscientiousness variance (i.e., supplementary fit), and (c) extroversion variance and conscientiousness variance interact to influence team performance. They also argue that previous research has underestimated the effect of extroversion and conscientiousness variance on performance because of suboptimal design. The authors, therefore, present an alternative method for making team placement decisions (i.e., seeding) that can be used to maximize or minimize variance in teams. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The External Leadership of Self-Managing Teams: Intervening in the Context of Novel and Disruptive Events.

Relatively little empirical research has been conducted on external leaders of self-managing teams. The integration of functional leadership theory with research on team routines suggests that leaders can intervene in teams in several different ways, and the effectiveness of this intervention depends on the nature of the events the team encounters. External team leaders from 3 organizations first described a series of events (N=117), and leaders and team members then completed surveys to quantitatively describe the events. Results indicated that leader preparation and supportive coaching were positively related to team perceptions of leader effectiveness, with preparation becoming more strongly related to effectiveness as event novelty increased. More active leader intervention activities (active coaching and sense making) were negatively related to satisfaction with leadership yet were positively related to effectiveness as events became more disruptive. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Embracing transformational leadership: Team values and the impact of leader behavior on team performance.

The authors investigated the relationship between transformational leadership behavior and group performance in 218 financial services teams that were branches of a bank in Hong Kong and the United States. Transformational leadership influenced team performance through the mediating effect of team potency. The effect of transformational leadership on team potency was moderated by team power distance and team collectivism, such that higher power distance teams and more collectivistic teams exhibited stronger positive effects of transformational leadership on team potency. The model was supported by data in both Hong Kong and the United States, which suggests a convergence in how teams function in the East and West and highlights the importance of team values. (PsycINFO Database Record (c) 2011 APA, all rights reserved)