Sample records for i2 team business

  1. Putting the "Team" in the Fine Arts Team: An Application of Business Management Team Concepts

    ERIC Educational Resources Information Center

    Fisher, Ryan

    2007-01-01

    In this article, the author discusses current challenges to the idea of teamwork in fine arts teams, redefines the terms team and collaboration using a business management perspective, discusses the success of effective teams in the business world and the characteristics of those teams, and proposes the implementation of the business model of…

  2. [Investigation of team processes that enhance team performance in business organization].

    PubMed

    Nawata, Kengo; Yamaguchi, Hiroyuki; Hatano, Toru; Aoshima, Mika

    2015-02-01

    Many researchers have suggested team processes that enhance team performance. However, past team process models were based on crew team, whose all team members perform an indivisible temporary task. These models may be inapplicable business teams, whose individual members perform middle- and long-term tasks assigned to individual members. This study modified the teamwork model of Dickinson and McIntyre (1997) and aimed to demonstrate a whole team process that enhances the performance of business teams. We surveyed five companies (member N = 1,400, team N = 161) and investigated team-level-processes. Results showed that there were two sides of team processes: "communication" and "collaboration to achieve a goal." Team processes in which communication enhanced collaboration improved team performance with regard to all aspects of the quantitative objective index (e.g., current income and number of sales), supervisor rating, and self-rating measurements. On the basis of these results, we discuss the entire process by which teamwork enhances team performance in business organizations.

  3. Bicultural Team Teaching: Experiences from an Emerging Business School.

    ERIC Educational Resources Information Center

    Napier, Nancy K.; Hang, Ngo Minh; Mai, Nyugen Thi Tuyet; Thang, Nyugen Van; Tuan, Vu Van

    2002-01-01

    A new graduate business course in Vietnam team taught by American and Vietnamese instructors illustrates issues in bicultural team teaching, including team formation, sharing workloads in and out of class, and evaluation/grading. The process made the class more relevant, exposed students to multiple perspectives, and helped participants appreciate…

  4. Management team learning orientation and business unit performance.

    PubMed

    Bunderson, J Stuart; Sutcliffe, Kathleen M

    2003-06-01

    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.

  5. A Multidisciplinary Team-Teaching Approach to Sustainable Business Education

    ERIC Educational Resources Information Center

    Izberk-Bilgin, Elif; Klein, Barbara D.; Chandra, Charu; Lee, Hei-Wai; Susko, David; Lee, Moses; Zikanov, Oleg

    2012-01-01

    Sustainability has been identified as one of the most pressing challenges for business and society. However, research shows that sustainability topics are still not given sufficient attention in higher education, particularly in the undergraduate business curriculum. This paper offers a template for an interdisciplinary, team-taught undergraduate…

  6. Creation of Exercises for Team-Based Learning in Business

    ERIC Educational Resources Information Center

    Timmerman, John E.; Morris, R. Franklin, Jr.

    2015-01-01

    Team-based learning (TBL) is an approach that builds on both the case method and problem-based learning and has been widely adopted in the sciences and healthcare disciplines. In recent years business disciplines have also discovered the value of this approach. One of the key characteristics of the team-based learning approach consists of…

  7. Reframing Metaphors in Business and Education Teams

    ERIC Educational Resources Information Center

    Marcellino, Patricia Ann

    2007-01-01

    Purpose: The purpose of this paper is to conduct an action-research study of metaphors and metaphoric fragments composed by graduate students in 17 teams in two business (MBA) and three educational administration courses taught by the same instructor and action-researcher. Design/methodology/approach: The methodology of the paper was…

  8. Team-Based Development of Medical Devices: An Engineering–Business Collaborative

    PubMed Central

    Eberhardt, Alan W.; Johnson, Ophelia L.; Kirkland, William B.; Dobbs, Joel H.; Moradi, Lee G.

    2016-01-01

    There is a global shift in the teaching methodology of science and engineering toward multidisciplinary, team-based processes. To meet the demands of an evolving technical industry and lead the way in engineering education, innovative curricula are essential. This paper describes the development of multidisciplinary, team-based learning environments in undergraduate and graduate engineering curricula focused on medical device design. In these programs, students actively collaborate with clinicians, professional engineers, business professionals, and their peers to develop innovative solutions to real-world problems. In the undergraduate senior capstone courses, teams of biomedical engineering (BME) and business students have produced and delivered numerous functional prototypes to satisfied clients. Pursuit of commercialization of devices has led to intellectual property (IP) disclosures and patents. Assessments have indicated high levels of success in attainment of student learning outcomes and student satisfaction with their undergraduate design experience. To advance these projects toward commercialization and further promote innovative team-based learning, a Master of Engineering (MEng) in Design and Commercialization was recently launched. The MEng facilitates teams of graduate students in engineering, life sciences, and business who engage in innovation-commercialization (IC) projects and coursework that take innovative ideas through research and development (R&D) to create marketable devices. The activities are structured with students working together as a “virtual company,” with targeted outcomes of commercialization (license agreements and new start-ups), competitive job placement, and/or career advancement. PMID:26902869

  9. Team-Based Development of Medical Devices: An Engineering-Business Collaborative.

    PubMed

    Eberhardt, Alan W; Johnson, Ophelia L; Kirkland, William B; Dobbs, Joel H; Moradi, Lee G

    2016-07-01

    There is a global shift in the teaching methodology of science and engineering toward multidisciplinary, team-based processes. To meet the demands of an evolving technical industry and lead the way in engineering education, innovative curricula are essential. This paper describes the development of multidisciplinary, team-based learning environments in undergraduate and graduate engineering curricula focused on medical device design. In these programs, students actively collaborate with clinicians, professional engineers, business professionals, and their peers to develop innovative solutions to real-world problems. In the undergraduate senior capstone courses, teams of biomedical engineering (BME) and business students have produced and delivered numerous functional prototypes to satisfied clients. Pursuit of commercialization of devices has led to intellectual property (IP) disclosures and patents. Assessments have indicated high levels of success in attainment of student learning outcomes and student satisfaction with their undergraduate design experience. To advance these projects toward commercialization and further promote innovative team-based learning, a Master of Engineering (MEng) in Design and Commercialization was recently launched. The MEng facilitates teams of graduate students in engineering, life sciences, and business who engage in innovation-commercialization (IC) projects and coursework that take innovative ideas through research and development (R&D) to create marketable devices. The activities are structured with students working together as a "virtual company," with targeted outcomes of commercialization (license agreements and new start-ups), competitive job placement, and/or career advancement.

  10. Interdisciplinary, Team-Taught, Undergraduate Business Courses: The Impact of Integration

    ERIC Educational Resources Information Center

    Ducoffe, Sandra J. Smith; Tromley, Cheryl L.; Tucker, Michael

    2006-01-01

    Given the widespread use and success of cross-functional teams in industry and the American Assembly of Collegiate Schools of Business's focus on the importance of interdisciplinary education, many business schools have incorporated interdisciplinary elements into their curricula. This study examined current student and alumni perceptions of the…

  11. Low Emissions Alternative Power (LEAP) Project Office Business Team of the Aeropropulsion Research Program Office (ARPO) Org. 0140

    NASA Technical Reports Server (NTRS)

    Buttler, Jennifer A.

    2004-01-01

    The program for which I am working at this summer is Propulsion and Power/Low Emissions Alternative Power (P&P/LEAP). It invests in a fundamental TRL 1-6 research and technology portfolio that will enable the future of: Alternative fuels and/or alternative propulsion systems, non-combustion (electric) propulsion systems. P&P/LEAP will identify and capitalize on the highest potential concepts generated both internal and external to the Agency. During my 2004 summer at NASA Glenn Research Center, I worked with my mentor Barbara Mader, in the Project Office with the Business Team completing various tasks for the project and personnel. The LEAP project is a highly matrixed organization. The Project Office is responsible for the goals advocacy and dollar (budget) of the LEAP project. The objectives of the LEAP Project are to discover new energy sources and develop unconventional engines and power systems directed towards greatly reduced emissions, enable new vehicle concepts for public mobility, new science missions and national security. The Propulsion and PowerLow Emissions Alternative Power directly supports the environmental, mobility, national security objectives of the Vehicle Systems Program and the Aeronautics Technology Theme. Technology deliverables include the demonstration through integrated ground tests, a constant volume combustor in an engine system, and UAV/small transport aircraft all electric power system. My mentor serves as a key member of the management team for the Aeropropulsion Research Program Office (ARPO). She has represented the office on numerous occasions, and is a member of a number of center-wide panels/teams, such as the Space management Committee and is chair to the Business Process Consolidation Team. She is responsible for the overall coordination of resources for the Propulsion and Power Project - from advocacy to implementation. The goal for my summer at NASA was to document processes and archive program documents from the past

  12. Comparison of Military and Business Culture and Their Impact in Cross-Cultural Teams

    DTIC Science & Technology

    2004-06-01

    Comparing Military and Business Leadership .................................................37 Table 8. Organizational Culture Propositions...to Kotter’s definitions, business leadership will be addressed. In a market culture, team leaders tend to be hard-driving competitors and...organizational change (Manning and Robinson, 2002). A great deal of management literature focuses on business leadership as being successful at

  13. The Senior Experience: Applied, Team Problem Solving in Business Education.

    ERIC Educational Resources Information Center

    Jessup, Leonard M.

    1995-01-01

    A yearlong senior experience course requires teams of business students to solve real problems for organizations in the community. Students enhanced responsibility, confidence, and organizational skills. Problems centered on differentiating the course from internships and improving staffing. Students had problems with group dynamics, team…

  14. Project TEAMS (Techniques and Education for Achieving Management Skills): Independent Business Owner/Managers.

    ERIC Educational Resources Information Center

    Platte Technical Community Coll., Columbus, NE.

    These Project TEAMS (Techniques and Education for Achieving Managerial Skills) instructional materials consist of five units for use in training independent business owner/managers. The first unit contains materials which deal with management skills relating to personal characteristics of successful business people, knowledge of self and chosen…

  15. High Performance Team: Building a Business Program with Part- and Full-Time Faculty

    ERIC Educational Resources Information Center

    Marsh, F. K.

    2010-01-01

    Business programs at colleges and universities presently face wide-ranging challenges in delivering quality education. As more and more business programs find it necessary to conserve or redirect resources, successfully leading through change becomes paramount for departments and their faculty teams. This challenge is compounded by a growing…

  16. Project TEAMS (Techniques and Education for Achieving Management Skills): Business and Industrial Supervisors.

    ERIC Educational Resources Information Center

    Platte Technical Community Coll., Columbus, NE.

    These Project TEAMS (Techniques and Education for Achieving Management Skills) instructional materials consist of five units for use in training business and industrial supervisors. Unit 1 is designed to help managers in business or industry increase management skills in regard to leadership techniques, problem solving and decision making, and…

  17. Laying the foundation for successful team performance trajectories: The roles of team charters and performance strategies.

    PubMed

    Mathieu, John E; Rapp, Tammy L

    2009-01-01

    This study examined the influences of team charters and performance strategies on the performance trajectories of 32 teams of master's of business administration students competing in a business strategy simulation over time. The authors extended existing theory on team development by demonstrating that devoting time to laying a foundation for both teamwork (i.e., team charters) and taskwork (performance strategies) can pay dividends in terms of more effective team performance over time. Using random coefficients growth modeling techniques, they found that teams with high-quality performance strategies outperformed teams with poorer quality strategies. However, a significant interaction between quality of the charters of teams and their performance strategies was found, such that the highest sustained performances were exhibited by teams that were high on both features. (PsycINFO Database Record (c) 2009 APA, all rights reserved).

  18. Mission possible: Building an effective business continuity team in seven steps.

    PubMed

    Porter, David

    2016-01-01

    Several books and studies exist on the creation, development and benefits of high-performing teams; many others offer insights into the business continuity management (BCM) discipline, crisis response and planning. Very rarely, however, do they cover both. This paper will explore the seven main development areas that helped build the foundation for a successful and high-performing BCM team in the Australian Taxation Office. Practical, actionable advice will be provided, recognising that the task for those starting out can be quite daunting and complex.

  19. Perspective: a business school view of medical interprofessional rounds: transforming rounding groups into rounding teams.

    PubMed

    Bharwani, Aleem M; Harris, G Chad; Southwick, Frederick S

    2012-12-01

    An effective interprofessional medical team can efficiently coordinate health care providers to achieve the collective outcome of improving each patient's health. To determine how current teams function, four groups of business students independently observed interprofessional work rounds on four different internal medicine services in a typical academic hospital and also interviewed the participants. In all instances, caregivers had formed working groups rather than working teams. Participants consistently exhibited parallel interdependence (individuals working alone and assuming their work would be coordinated with other caregivers) rather than reciprocal interdependence (individuals working together to actively coordinate patient care), the hallmark of effective teams. With one exception, the organization was hierarchical, with the senior attending physician possessing the authority. The interns exclusively communicated with the attending physician in one-on-one conversations that excluded all other members of the team. Although nurses and pharmacists were often present, they never contributed their ideas and rarely spoke.The authors draw on these observations to form recommendations for enhancing interprofessional rounding teams. These are to include the bedside nurse, pharmacist, and case manager as team members, begin with a formal team launch that encourages active participation by all team members, use succinct communication protocols, conduct work rounds in a quiet, distraction-free environment, have teams remain together for longer durations, and receive teamwork training and periodic coaching. High-performing businesses have effectively used teams for decades to achieve their goals, and health care professionals should follow this example.

  20. Virtual Teams and International Business Teaching and Learning: The Case of the Global Enterprise Experience (GEE)

    ERIC Educational Resources Information Center

    Gonzalez-Perez, Maria Alejandra; Velez-Calle, Andres; Cathro, Virginia; Caprar, Dan V.; Taras, Vasyl

    2014-01-01

    The increasing importance of global virtual teams in business is reflected in the classroom by the increased adoption of activities that facilitate real-time cross-cultural interaction. This article documents the experience of students from two Colombian universities who participated in a collaborative international project using virtual teams as…

  1. When do business units benefit more from collective citizenship behavior of management teams? An upper echelons perspective.

    PubMed

    Liu, Wu; Gong, Yaping; Liu, Jun

    2014-05-01

    Drawing upon the notion of managerial discretion from upper echelons theory, we theorize which external contingencies moderate the relationship between collective organizational citizenship behavior (COCB) and unit performance. Focusing on business unit (BU) management teams, we hypothesize that COCB of BU management teams enhances BU performance and that this impact depends on environmental uncertainty and BU management-team decision latitude, 2 determinants of managerial discretion. In particular, the positive effect of COCB is stronger when environmental uncertainty or the BU management-team decision latitude is greater. Time-lagged data from 109 BUs of a telecommunications company support the hypotheses. Additional exploratory analysis shows that the positive moderating effect of environmental uncertainty is further amplified at higher levels of BU management-team decision latitude. Overall, this study extends the internally focused view in the micro OCB literature by introducing external contingencies for the COCB-unit-performance relationship. (c) 2014 APA, all rights reserved.

  2. Role-Playing and Problem-Based Learning: The Use of Cross-Functional Student Teams in Business Application Development

    ERIC Educational Resources Information Center

    Pike, Jacqueline C.; Spangler, William; Williams, Valerie; Kollar, Robert

    2017-01-01

    To create a learning experience which replicates the process by which consultants, systems developers and business end users collaborate to design and implement a business application, a cross-functional student team project was developed and is described. The overall learning experience was distinguished by specific components and characteristics…

  3. 2 CFR 180.330 - What requirements must I pass down to persons at lower tiers with whom I intend to do business?

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 2 Grants and Agreements 1 2010-01-01 2010-01-01 false What requirements must I pass down to persons at lower tiers with whom I intend to do business? 180.330 Section 180.330 Grants and Agreements OFFICE OF MANAGEMENT AND BUDGET GOVERNMENTWIDE GUIDANCE FOR GRANTS AND AGREEMENTS Reserved OMB GUIDELINES...

  4. Groups Meet . . . Teams Improve: Building Teams That Learn

    ERIC Educational Resources Information Center

    Hillier, Janet; Dunn-Jensen, Linda M.

    2013-01-01

    Although most business students participate in team-based projects during undergraduate or graduate course work, the team experience does not always teach team skills or capture the team members' potential: Students complete the task at hand but the explicit process of becoming a team is often not learned. Drawing from organizational learning…

  5. Practical strategies for developing the business case for hospital glycemic control teams.

    PubMed

    Magee, Michelle F; Beck, Adam

    2008-09-01

    Many business models may be used to make the business case for support of a multidisciplinary team to implement targeted glucose control in the hospital. Models may be hospital-supported or self-supporting. In the former, the hospital provides financial support based on improved documentation opportunities, reduction in length of stay, and improved resource utilization. In the latter, clinical revenues for diabetes management offsets costs of salary, fringe benefits, and overheads. A combination of these strategies may also be used. The business plan presented to administration must justify return on investment. It is imperative to involve hospital administration, particularly representatives from coding, billing, and finance, in the development of the business plan. The business case for hospital support will be based on opportunities related to improving accuracy of documentation and coding for diabetes-related diagnoses, including level of control and complications present, on reduction in length of stay and on optimization of resource utilization through reduction in morbidity and mortality (cost aversion). The case for revenue generation through billing for clinical services will be based on opportunities to increase the provision of glycemic management services in the hospital. Examples from the literature and of analyses to support each of these models are presented. (c) 2008 Society of Hospital Medicine.

  6. Sounds like Team Spirit

    NASA Technical Reports Server (NTRS)

    Hoffman, Edward

    2002-01-01

    trying to improve on what they've done before. Second, success in any endeavor stems from people who know how to interpret a composition to sound beautiful when played in a different style. For Knowledge Sharing to work, it must be adapted, reinterpreted, shaped and played with at the centers. In this regard, we've been blessed with another crazy, passionate, inspired artist named Claire Smith. Claire has turned Ames Research Center in California into APPL-west. She is so good and committed to what she does that I just refer people to her whenever they have questions about implementing project management development at the field level. Finally, any great effort requires talented people working behind the scenes, the people who formulate a business approach and know how to manage the money so that the music gets heard. I have known many brilliant and creative people with a ton of ideas that never take off due to an inability to work the business. Again, the Knowledge Sharing team has been fortunate to have competent and passionate people, specifically Tony Maturo and his procurement team at Goddard Space Flight Center, to make sure the process is in place to support the effort. This kind of support is every bit as crucial as the activity itself, and the efforts and creativity that go into successful procurement and contracting is a vital ingredient of this successful team.

  7. THE MARK I BUSINESS SYSTEM SIMULATION MODEL

    DTIC Science & Technology

    of a large-scale business simulation model as a vehicle for doing research in management controls. The major results of the program were the...development of the Mark I business simulation model and the Simulation Package (SIMPAC). SIMPAC is a method and set of programs facilitating the construction...of large simulation models. The object of this document is to describe the Mark I Corporation model, state why parts of the business were modeled as they were, and indicate the research applications of the model. (Author)

  8. Interdisciplinary Business Education: Curriculum through Collaboration

    ERIC Educational Resources Information Center

    Bajada, Christopher; Trayler, Rowan

    2013-01-01

    Purpose: A modern business graduate is expected to have strong disciplinary skills as well as the soft skills of communication and team work. However today's business graduate needs to be more than the traditional "I-shaped" graduate of the past and more of the "T-shaped" graduate employers are looking for. Many undergraduate…

  9. Increasing Student-Learning Team Effectiveness with Team Charters

    ERIC Educational Resources Information Center

    Hunsaker, Phillip; Pavett, Cynthia; Hunsaker, Johanna

    2011-01-01

    Because teams are a ubiquitous part of most organizations today, it is common for business educators to use team assignments to help students experientially learn about course concepts and team process. Unfortunately, students frequently experience a number of problems during team assignments. The authors describe the results of their research and…

  10. Business Value Game

    NASA Astrophysics Data System (ADS)

    Marchenko, Artem; Duarte, Vasco

    Agile teams want to deliver maximum business value. That’s easy if the on-site Ccstomer assigns business value to each story. But how does the customer do that? How can you estimate business value? This workshop is run as a game, where teams have to make tough business decisions for their ”organizations”. Teams have to decide which orders to take and what to deliver first in order to earn more. The session gives the participants basic business value estimation techniques, but the main point is to make people live through the business situation and to help them feel the consequences of various choices.

  11. How Does a Sales Team Reach Goals in Intercultural Business Negotiations? A Case Study

    ERIC Educational Resources Information Center

    Vuorela, Taina

    2005-01-01

    This paper is a report of an on-going study of intercultural business negotiations. Two meetings were under scrutiny: a company-internal strategy meeting of a sales team ("the sellers' internal meeting"), which was analysed on a general level for goals and other background information; a client negotiation with the same sellers meeting a potential…

  12. Ada Compiler Validation Summary Report: Certificate Number: 890420W1. 10075 International Business Machines Corporation. IBM Development System, for the Ada Language CMS/MVS Ada Cross Compiler, Version 2.1.1 IBM 3083 Host and IBM 4381 Target

    DTIC Science & Technology

    1989-04-20

    International business Machines Corporati,:i IBM Development System for the Ada Language, CMS/MVS Ada Cross Compiler, Version 2.1.1, Wright-Patterson AFB, IBM...VALIDATION SUMMARY REPORT: Certificate Number: 890420W1.10075 International Business Machines Corporation IBM Development System for the Ada Language CMS...command scripts provided by International Business Machines Corporation and reviewed by the validation team. The compiler was tested using all default

  13. Individual deals within teams: Investigating the role of relative i-deals for employee performance.

    PubMed

    Vidyarthi, Prajya R; Singh, Satvir; Erdogan, Berrin; Chaudhry, Anjali; Posthuma, Richard; Anand, Smriti

    2016-11-01

    The authors extend i-deals theory to an individual-within-a-team context. Drawing upon social comparison theory, they contend that individuals will react to their own i-deals within the context of group members' i-deals. Therefore, they examine the role of relative i-deals (an individual's i-deals relative to the team's average) in relation to employee performance. Furthermore, integrating social comparison theory with social identity theory the authors assert that the behavioral outcomes of relative i-deals are influenced by the team's social and structural attributes of team orientation and task interdependence. Finally, they contend that the perceptions of one's relative standing with the leader, or leader-member exchange social comparison (LMXSC), mediate the i-deals-outcome relationship in groups with low team orientation and task interdependence. Results of multilevel modeling using time-lagged data from 321 employees nested in 46 teams demonstrated that the positive relationship between relative i-deals and employee performance was stronger in groups with low team orientation and task interdependence, and the mediation effect of LMXSC was stronger in teams with low rather than high team orientation. (PsycINFO Database Record (c) 2016 APA, all rights reserved).

  14. The Effects of a Team Charter on Student Team Behaviors

    ERIC Educational Resources Information Center

    Aaron, Joshua R.; McDowell, William C.; Herdman, Andrew O.

    2014-01-01

    The authors contribute to growing evidence that team charters contribute positively to performance by empirically testing their effects on key team process outcomes. Using a sample of business students in a team-based task requiring significant cooperative and coordinative behavior, the authors compare emergent team norms under a variety of team…

  15. Laying the Foundation for Successful Team Performance Trajectories: The Roles of Team Charters and Performance Strategies

    ERIC Educational Resources Information Center

    Mathieu, John E.; Rapp, Tammy L.

    2009-01-01

    This study examined the influences of team charters and performance strategies on the performance trajectories of 32 teams of master's of business administration students competing in a business strategy simulation over time. The authors extended existing theory on team development by demonstrating that devoting time to laying a foundation for…

  16. Team Performance Improvement: Mediating Roles of Employee Job Autonomy and Quality of Team Leader-Member Relations in Supportive Organizations in the Korean Business Context

    ERIC Educational Resources Information Center

    Song, Ji Hoon

    2011-01-01

    The purpose of this research was to examine the mediating roles of job autonomy and the quality of the leader-member relationship to explain the impact of organizational support on team performance. A total of 228 cases collected from Korean business organizations were used for data analysis. Hierarchical multiple regression, Type 1 SS-based…

  17. 2 CFR 180.310 - What must I do if a Federal agency excludes a person with whom I am already doing business in a...

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... is proper and appropriate. (b) You may not renew or extend covered transactions (other than no-cost... a person with whom I am already doing business in a covered transaction? 180.310 Section 180.310...) Responsibilities of Participants Regarding Transactions Doing Business With Other Persons § 180.310 What must I do...

  18. 75 FR 20388 - International Business Machines Corporation, Global Technology Services Business Unit, Integrated...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-04-19

    ... Expense Team, Working From Various States in the United States, Including On-Site Leased Workers From... Technology Services Business Unit, Integrated Technology Services, Cost and Expense Team working from various... Technology Services Business Unit, Integrated Technology Services, Cost and Expense Team. The Department has...

  19. ASC Small Business Office

    DTIC Science & Technology

    2006-05-23

    Aeronautical Systems Center Dominant Air Power: Design For Tomorrow…Deliver Today ASC Small Business Office 23 May 2006 Teresa Rendon ASC/BC...1. REPORT DATE 23 MAY 2006 2. REPORT TYPE 3. DATES COVERED 00-00-2006 to 00-00-2006 4. TITLE AND SUBTITLE ASC Small Business Office 5a...Limitation on Subcontracting • Teaming • Source Selection of Small Business Participation • Role of the Small Business Office • Questions 3 Dominant Air

  20. Introducing a Short Measure of Shared Servant Leadership Impacting Team Performance through Team Behavioral Integration.

    PubMed

    Sousa, Milton; Van Dierendonck, Dirk

    2015-01-01

    The research reported in this paper was designed to study the influence of shared servant leadership on team performance through the mediating effect of team behavioral integration, while validating a new short measure of shared servant leadership. A round-robin approach was used to collect data in two similar studies. Study 1 included 244 undergraduate students in 61 teams following an intense HRM business simulation of 2 weeks. The following year, study 2 included 288 students in 72 teams involved in the same simulation. The most important findings were that (1) shared servant leadership was a strong determinant of team behavioral integration, (2) information exchange worked as the main mediating process between shared servant leadership and team performance, and (3) the essence of servant leadership can be captured on the key dimensions of empowerment, humility, stewardship and accountability, allowing for a new promising shortened four-dimensional measure of shared servant leadership.

  1. Introducing a Short Measure of Shared Servant Leadership Impacting Team Performance through Team Behavioral Integration

    PubMed Central

    Sousa, Milton; Van Dierendonck, Dirk

    2016-01-01

    The research reported in this paper was designed to study the influence of shared servant leadership on team performance through the mediating effect of team behavioral integration, while validating a new short measure of shared servant leadership. A round-robin approach was used to collect data in two similar studies. Study 1 included 244 undergraduate students in 61 teams following an intense HRM business simulation of 2 weeks. The following year, study 2 included 288 students in 72 teams involved in the same simulation. The most important findings were that (1) shared servant leadership was a strong determinant of team behavioral integration, (2) information exchange worked as the main mediating process between shared servant leadership and team performance, and (3) the essence of servant leadership can be captured on the key dimensions of empowerment, humility, stewardship and accountability, allowing for a new promising shortened four-dimensional measure of shared servant leadership. PMID:26779104

  2. I. B. I. S.: Industry and Business Information Source.

    ERIC Educational Resources Information Center

    Ashley, Edwin M.

    1986-01-01

    Explains some of the potential resources community college libraries and media centers can provide to the local business community (i.e., media production and information services). Describes the methods used by Middlesex County College to assess and tap the potential market for its information services. Includes marketing materials. (DMM)

  3. Developing "Green" Business Plans: Using Entrepreneurship to Teach Science to Business Administration Majors and Business to Biology Majors

    ERIC Educational Resources Information Center

    Letovsky, Robert; Banschbach, Valerie S.

    2011-01-01

    Biology majors team with business administration majors to develop proposals for "green" enterprise for a business plan competition. The course begins with a series of student presentations so that science students learn about the fundamentals of business, and business students learn about environmental biology. Then mixed biology-business student…

  4. 2 CFR 180.440 - What action may I take if a primary tier participant knowingly does business with an excluded or...

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 2 Grants and Agreements 1 2011-01-01 2011-01-01 false What action may I take if a primary tier... Transactions § 180.440 What action may I take if a primary tier participant knowingly does business with an... person, you as a Federal agency official may refer the matter for suspension and debarment consideration...

  5. 2 CFR 180.325 - What happens if I do business with an excluded person in a covered transaction?

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... person, the Federal agency responsible for your transaction may disallow costs, annul or terminate the... excluded person in a covered transaction? 180.325 Section 180.325 Grants and Agreements OFFICE OF... Regarding Transactions Doing Business With Other Persons § 180.325 What happens if I do business with an...

  6. A Qualitative Exploration of the Influence a Simulated Virtual Team Learning Experience Had on Business School Students' Leadership Competencies

    ERIC Educational Resources Information Center

    Standard Smith, Kristy

    2008-01-01

    The purpose of this qualitative study was to explore the influence a simulated virtual team learning experience had on business school students' leadership competencies. The researcher sought to discover the relationship between filling the leadership role in the simulated virtual environment and developing leadership competencies. A…

  7. 76 FR 10403 - Hewlett Packard (HP), Global Product Development, Engineering Workstation Refresh Team, Working...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-02-24

    ...), Global Product Development, Engineering Workstation Refresh Team, Working On-Site at General Motors... groups: The Non-Information Technology Business Development Team, the Engineering Application Support Team, and the Engineering Workstation Refresh Team. On February 2, 2011, the Department issued an...

  8. Managing Global Virtual Teams across Classrooms, Students and Faculty

    ERIC Educational Resources Information Center

    Shea, Timothy P.; Sherer, Pamela D.; Quilling, Rosemary D.; Blewett, Craig N.

    2011-01-01

    Virtual teams are becoming commonplace in business today so our business school students should have experience in effectively working in virtual teams. Based on a month-long virtual team project conducted by the authors between classes in South Africa and the United States, this paper discusses the opportunities and challenges of using global…

  9. The consequences of metric production for small manufacturers. Volume 2: Case studies of large business-small business interactions

    NASA Astrophysics Data System (ADS)

    Hitchcock, H. H.; Coates, J. F.; Canavan, M. M.; Prillaman, G. H.; Nettles, M. S.

    1982-02-01

    Over the last decade, controversy, concern, and conjecture have surrounded the effects of metric conversion on small business. Enthusiasts for metric argue that conversion would benefit small businesses in two ways. It would expand their markets, especially export markets. It would also improve business by making production processes more rational. Dissenters argue that conversion is unnecessary and possibly harmful to the majority of the nation's small businesses. Against this backdrop, the U.S. Metric Board is fulfilling its statutory mission to find out what happens to small businesses that convert to metric. The first phase of the project was a search for small businesses that had made substantial investments in converting to metric. That search showed that small businesses were most likely to invest in metric production in response to large corporations' needs for metric parts and products. The second phase of the research consisted of three case studies of the effects of large companies' conversion on small business suppliers. The team studied how the conversion of a General Electric Company department, two Ford Motor Company product lines, and three divisions of Ingersoll-Rand affected their small business suppliers.

  10. Using the Everest Team Simulation to Teach Threshold Concepts

    ERIC Educational Resources Information Center

    Nichols, Elizabeth; Wright, April L.

    2015-01-01

    This resource review focuses on "Leadership and Team Simulation: Everest V2" released by Harvard Business Publishing. The review describes the simulation's story line of a commercial team expedition climbing to the summit of Mount Everest along with the simulation's architecture and key features. Building on Wright and Gilmore's (2012)…

  11. Implementing the Small Business Innovation Development Act--The First 2 Years.

    DTIC Science & Technology

    1985-10-25

    GENERAL Report To The Congress OF THE UNITED STATES , Implementing The Small Business Innovation Development Act--The First 2 Years (AD I The 1982 act...seeks to encourage innovation and small business participation in federal Sresearch. Among other requirements, agen- cies spending more than $100...million annu- !* ally for external research must award por- tions of their external research dollars to small businesses . This first of several

  12. Investigating the Decision-Making of Response to Intervention (RtI) Teams within the School Setting

    ERIC Educational Resources Information Center

    Thur, Scott M.

    2015-01-01

    The purpose of this study was to measure decision-making influences within RtI teams. The study examined the factors that influence school personnel involved in three areas of RtI: determining which RtI measures and tools teams select and implement (i.e. Measures and Tools), evaluating the data-driven decisions that are made based on the…

  13. Virtual Team Governance: Addressing the Governance Mechanisms and Virtual Team Performance

    NASA Astrophysics Data System (ADS)

    Zhan, Yihong; Bai, Yu; Liu, Ziheng

    As technology has improved and collaborative software has been developed, virtual teams with geographically dispersed members spread across diverse physical locations have become increasingly prominent. Virtual team is supported by advancing communication technologies, which makes virtual teams able to largely transcend time and space. Virtual teams have changed the corporate landscape, which are more complex and dynamic than traditional teams since the members of virtual teams are spread on diverse geographical locations and their roles in the virtual team are different. Therefore, how to realize good governance of virtual team and arrive at good virtual team performance is becoming critical and challenging. Good virtual team governance is essential for a high-performance virtual team. This paper explores the performance and the governance mechanism of virtual team. It establishes a model to explain the relationship between the performance and the governance mechanisms in virtual teams. This paper is focusing on managing virtual teams. It aims to find the strategies to help business organizations to improve the performance of their virtual teams and arrive at the objectives of good virtual team management.

  14. Changing and/or Reinscribing Gendered Discourses of Team Leadership in Education?

    ERIC Educational Resources Information Center

    Court, Marian

    2007-01-01

    In this article, prevailing professional, business and managerial discourses of team leadership are "troubled" by some feminist critiques and analyses of collectivity and gendered discursive relations of power. I draw on a study of primary school co-principalships to describe and reflect on Karen's (a pseudonym) accounts of her personal and shared…

  15. 8 ways to build collaborative teams.

    PubMed

    Gratton, Lynda; Erickson, Tamara J

    2007-11-01

    Executing complex initiatives like acquisitions or an IT overhaul requires a breadth of knowledge that can be provided only by teams that are large, diverse, virtual, and composed of highly educated specialists. The irony is, those same characteristics have an alarming tendency to decrease collaboration on a team. What's a company to do? Gratton, a London Business School professor, and Erickson, president of the Concours Institute, studied 55 large teams and identified those with strong collaboration despite their complexity. Examining the team dynamics and environment at firms ranging from Royal Bank of Scotland to Nokia to Marriott, the authors isolated eight success factors: (1) "Signature" relationship practices that build bonds among the staff, in memorable ways that are particularly suited to a company's business. (2) Role models of collaboration among executives, which help cooperation trickle down to the staff. (3) The establishment of a "gift culture," in which managers support employees by mentoring them daily, instead of a transactional "tit-for-tat culture", (4) Training in relationship skills, such as communication and conflict resolution. (5) A sense of community, which corporate HR can foster by sponsoring group activities. (6) Ambidextrous leadership, or leaders who are both task-oriented and relationship-oriented. (7) Good use of heritage relationships, by populating teams with members who know and trust one another. (8) Role clarity and task ambiguity, achieved by defining individual roles sharply but giving teams latitude on approach. As teams have grown from a standard of 20 members to comprise 100 or more, team practices that once worked well no longer apply. The new complexity of teams requires companies to increase their capacity for collaboration, by making long-term investments that build relationships and trust, and smart near-term decisions about how teams are formed and run.

  16. Team members' emotional displays as indicators of team functioning.

    PubMed

    Homan, Astrid C; Van Kleef, Gerben A; Sanchez-Burks, Jeffrey

    2016-01-01

    Emotions are inherent to team life, yet it is unclear how observers use team members' emotional expressions to make sense of team processes. Drawing on Emotions as Social Information theory, we propose that observers use team members' emotional displays as a source of information to predict the team's trajectory. We argue and show that displays of sadness elicit more pessimistic inferences regarding team dynamics (e.g., trust, satisfaction, team effectiveness, conflict) compared to displays of happiness. Moreover, we find that this effect is strengthened when the future interaction between the team members is more ambiguous (i.e., under ethnic dissimilarity; Study 1) and when emotional displays can be clearly linked to the team members' collective experience (Study 2). These studies shed light on when and how people use others' emotional expressions to form impressions of teams.

  17. Teams make it work: how team work engagement mediates between social resources and performance in teams.

    PubMed

    Torrente, Pedro; Salanova, Marisa; Llorens, Susana; Schaufeli, Wilmar B

    2012-02-01

    In this study we analyze the mediating role of team work engagement between team social resources (i.e., supportive team climate, coordination, teamwork), and team performance (i.e., in-role and extra-role performance) as predicted by the Job Demands-Resources Model. Aggregated data of 533 employees nested within 62 teams and 13 organizations were used, whereas team performance was assessed by supervisor ratings. Structural equation modeling revealed that, as expected, team work engagement plays a mediating role between social resources perceived at the team level and team performance as assessed by the supervisor.

  18. 12 CFR 516.20 - What information must I include in my draft business plan?

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 12 Banks and Banking 6 2013-01-01 2012-01-01 true What information must I include in my draft... What information must I include in my draft business plan? If you must submit a draft business plan... described in the savings association's draft business plan; and (d) Demonstrate how applicable requirements...

  19. 12 CFR 516.20 - What information must I include in my draft business plan?

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 12 Banks and Banking 6 2012-01-01 2012-01-01 false What information must I include in my draft... What information must I include in my draft business plan? If you must submit a draft business plan... described in the savings association's draft business plan; and (d) Demonstrate how applicable requirements...

  20. 12 CFR 116.20 - What information must I include in my draft business plan?

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 12 Banks and Banking 1 2014-01-01 2014-01-01 false What information must I include in my draft... What information must I include in my draft business plan? If you must submit a draft business plan... described in the savings association's draft business plan; and (d) Demonstrate how applicable requirements...

  1. 12 CFR 116.20 - What information must I include in my draft business plan?

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 12 Banks and Banking 1 2012-01-01 2012-01-01 false What information must I include in my draft... What information must I include in my draft business plan? If you must submit a draft business plan... described in the savings association's draft business plan; and (d) Demonstrate how applicable requirements...

  2. 12 CFR 116.20 - What information must I include in my draft business plan?

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 12 Banks and Banking 1 2013-01-01 2013-01-01 false What information must I include in my draft... What information must I include in my draft business plan? If you must submit a draft business plan... described in the savings association's draft business plan; and (d) Demonstrate how applicable requirements...

  3. 12 CFR 516.20 - What information must I include in my draft business plan?

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 12 Banks and Banking 6 2014-01-01 2012-01-01 true What information must I include in my draft... What information must I include in my draft business plan? If you must submit a draft business plan... described in the savings association's draft business plan; and (d) Demonstrate how applicable requirements...

  4. 12 CFR 516.20 - What information must I include in my draft business plan?

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 12 Banks and Banking 5 2011-01-01 2011-01-01 false What information must I include in my draft... What information must I include in my draft business plan? If you must submit a draft business plan... described in the savings association's draft business plan; and (d) Demonstrate how applicable requirements...

  5. 12 CFR 516.20 - What information must I include in my draft business plan?

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 12 Banks and Banking 5 2010-01-01 2010-01-01 false What information must I include in my draft business plan? 516.20 Section 516.20 Banks and Banking OFFICE OF THRIFT SUPERVISION, DEPARTMENT OF THE... What information must I include in my draft business plan? If you must submit a draft business plan...

  6. Optimize Knowledge Sharing, Team Effectiveness, and Individual Learning within the Flipped Team-Based Classroom

    ERIC Educational Resources Information Center

    Huang, Chung-Kai; Lin, Chun-Yu; Lin, Zih-Cin; Wang, Cui; Lin, Chia-Jung

    2017-01-01

    Due to the competitive and fast-changing nature of external business environments, university students should acquire knowledge of how to cooperate, share knowledge, and enhance team effectiveness and individual learning in the future workplace. Consequently, the redesign of business courses in higher education merits more discussion. Based on the…

  7. Virtual Small Business Emergency Operations Center (VSBEOC): Shared Awareness and Decision Making for Small Business

    DTIC Science & Technology

    2011-06-01

    Shared Awareness and Decision Making for Small Business Topic(s) 2. Topic 1: Concepts, Theory , and Policy 1. Topic 5: Collaboration, Shared...emergencies do not have the time or the resources to collaborate on a continual basis with a large number of organizations. 3. A primary Crisis Management...Center (CMC) should be identified in advance. This is the initial site used by the Crisis Management Team and Response Teams for directing and

  8. Implementing Extreme Programming in Distributed Software Project Teams: Strategies and Challenges

    NASA Astrophysics Data System (ADS)

    Maruping, Likoebe M.

    Agile software development methods and distributed forms of organizing teamwork are two team process innovations that are gaining prominence in today's demanding software development environment. Individually, each of these innovations has yielded gains in the practice of software development. Agile methods have enabled software project teams to meet the challenges of an ever turbulent business environment through enhanced flexibility and responsiveness to emergent customer needs. Distributed software project teams have enabled organizations to access highly specialized expertise across geographic locations. Although much progress has been made in understanding how to more effectively manage agile development teams and how to manage distributed software development teams, managers have little guidance on how to leverage these two potent innovations in combination. In this chapter, I outline some of the strategies and challenges associated with implementing agile methods in distributed software project teams. These are discussed in the context of a study of a large-scale software project in the United States that lasted four months.

  9. Intergroup Negotiations: The Effects of Negotiating Teams.

    ERIC Educational Resources Information Center

    Polzer, Jeffrey T.

    1996-01-01

    Compares the performance of individual and team negotiators using a sample of 232 graduate business students. Results indicate that the presence of teams increased competitiveness and decreased cooperativeness and trust between negotiating parties. In mixed negotiations, teams outperformed individual opponents and were perceived as having more…

  10. 5 CFR 919.325 - What happens if I do business with an excluded person in a covered transaction?

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 5 Administrative Personnel 2 2010-01-01 2010-01-01 false What happens if I do business with an... PERSONNEL MANAGEMENT (CONTINUED) CIVIL SERVICE REGULATIONS (CONTINUED) GOVERNMENTWIDE DEBARMENT AND SUSPENSION (NONPROCUREMENT) Responsibilities of Participants Regarding Transactions Doing Business with Other...

  11. Interdisciplinary Team Teaching: An Effective Method to Transform Student Attitudes

    ERIC Educational Resources Information Center

    Little, Amanda; Hoel, Anne

    2011-01-01

    In order to maximize student development in an interdisciplinary context, we implemented and evaluated a business-biology team teaching approach. The class project involved teams of environmental science and business students analyzing an industry stakeholder interested in participating in the development of a community composting network. We…

  12. The Direct Impact of Team Cohesiveness and Athletes' Perception of Coaching Leadership Functions on Team Success in NCAA Division I Women's Basketball

    ERIC Educational Resources Information Center

    Palmer, Mary E.

    2013-01-01

    This study investigated the direct impact of team cohesiveness and student-athletes' perceptions of coaching behavior/leadership functions on the success of NCAA Division I Women's basketball, based on the teams' win/loss records. The research collection was quantitative in nature. Statistical design and analysis provided justification for the use…

  13. Business Opportunities Guide

    DTIC Science & Technology

    1987-01-01

    Electronic Systems Division Business Opportunities Guide. We remain committed to providing industry the best information possible on pending ESD...Commander Justific ill,):, By_ D.is’ * . ’ . Dist, : :,. ELECTRONIC SYSTEMS DIVISION BUSINESS OPPORTUNITIES GUIDE The complex Command, Control...Communications (C) systems necessary for tomorrow’s Air Foice can only be developed by a stronq’ESD/industry team. Our first Business Opportunities Guide

  14. Business and Industrial Supervisors. Project TEAMS. (Techniques and Education for Achieving Management Skills).

    ERIC Educational Resources Information Center

    Platte Technical Community Coll., Columbus, NE.

    The result of a project to develop short courses to help business and industrial supervisors in developing practical, up-to-date managerial skills, this instructional workbook provides information and exercises applicable to on-the-job situations. Unit I covers the following aspects of management: leadership techniques, problem solving, decision…

  15. 13 CFR 123.200 - Am I eligible to apply for a physical disaster business loan?

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... physical disaster business loan? 123.200 Section 123.200 Business Credit and Assistance SMALL BUSINESS ADMINISTRATION DISASTER LOAN PROGRAM Physical Disaster Business Loans § 123.200 Am I eligible to apply for a physical disaster business loan? (a) Almost any business concern or charitable or other non-profit entity...

  16. 13 CFR 123.200 - Am I eligible to apply for a physical disaster business loan?

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... physical disaster business loan? 123.200 Section 123.200 Business Credit and Assistance SMALL BUSINESS ADMINISTRATION DISASTER LOAN PROGRAM Physical Disaster Business Loans § 123.200 Am I eligible to apply for a physical disaster business loan? (a) Almost any business concern or charitable or other non-profit entity...

  17. 13 CFR 123.200 - Am I eligible to apply for a physical disaster business loan?

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... physical disaster business loan? 123.200 Section 123.200 Business Credit and Assistance SMALL BUSINESS ADMINISTRATION DISASTER LOAN PROGRAM Physical Disaster Business Loans § 123.200 Am I eligible to apply for a physical disaster business loan? (a) Almost any business concern or charitable or other non-profit entity...

  18. 13 CFR 123.200 - Am I eligible to apply for a physical disaster business loan?

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... physical disaster business loan? 123.200 Section 123.200 Business Credit and Assistance SMALL BUSINESS ADMINISTRATION DISASTER LOAN PROGRAM Physical Disaster Business Loans § 123.200 Am I eligible to apply for a physical disaster business loan? (a) Almost any business concern or charitable or other non-profit entity...

  19. Forming Student Online Teams for Maximum Performance

    ERIC Educational Resources Information Center

    Olson, Joel D.; Ringhand, Darlene G.; Kalinski, Ray C.; Ziegler, James G.

    2015-01-01

    What is the best way to assign graduate business students to online team-based projects? Team assignments are frequently made on the basis of alphabet, time zones or previous performance. This study reviews personality as an indicator of student online team performance. The personality assessment IDE (Insights Discovery Evaluator) was administered…

  20. Team Climate and Productivity for Similar Majors versus Mixed Majors

    ERIC Educational Resources Information Center

    Winter, Janet K.; Waner, Karen K.; Neal-Mansfield, Joan C.

    2008-01-01

    Teamwork and interpersonal communication are indispensable skills for business workers, and most companies are promoting diversity in teams to gain a competitive edge. Although findings suggest that diversity may not be as valuable as it seems for most teams, business workers need to manage diversity successfully. Therefore, the present authors…

  1. Team Emotional Intelligence, Team Interactions, and Gender in Medical Students During a Psychiatry Clerkship.

    PubMed

    Borges, Nicole J; Thompson, Britta M; Roman, Brenda J; Townsend, Mark H; Carchedi, Lisa R; Cluver, Jeff S; Frank, Julia B; Haidet, Paul M; Levine, Ruth E

    2015-12-01

    This study examined the relationship between team emotional intelligence, quality of team interactions, and gender. Psychiatry clerkship students participating in Team-Based Learning (TBL, n = 484) or no TBL (control, n = 265) completed the Workgroup Emotional Intelligence Profile (WEIP-S) and the Team Performance Scale (TPS). Significant correlations (p < 0.01) existed between quality of team interactions (i.e., TPS) and team emotional intelligence (i.e., WEIP-S) subscales, but not gender. Control and TBL groups experienced significant increases in WEIP-S subscales pre to post (p < 0.01, η (2) = .08), with the TBL group experiencing significantly higher gains in three of four subscales. Control group scored higher on TPS. A significant relationship exists between team emotional intelligence and quality of team interactions. Gender was unrelated to TPS or WEIP-S subscales. TBL group experienced higher gains in WEIP-S subscales while the control group experienced slightly higher TPS scores. Results suggest implications for medical educators who use TBL.

  2. Managing Communication within Virtual Intercultural Teams.

    ERIC Educational Resources Information Center

    Grosse, Christine Uber

    2002-01-01

    Suggests that business students need to be prepared to manage the communication of intercultural teams. Discusses strategies for success such as: developing a network of good relationships built on trust and understanding; showing respect for other cultures and languages; and understanding how diversity strengthens the team. (SG)

  3. Orchard Business Management. Unit I. Establishing an Orchard Record Keeping System.

    ERIC Educational Resources Information Center

    Mullinix, Shauna K.

    This guide is intended for use in providing in-depth formal classroom and on-site instruction in the principles of business and financial management as they apply to operating and managing orchards. Designed to be used with an accompanying Orchard Business Management Record Book, this unit (i.e., the first year) of the course deals with…

  4. 13 CFR 123.200 - Am I eligible to apply for a physical disaster business loan?

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ..., corporation, limited liability company, or other legal entity recognized under State law. Your business' size... 13 Business Credit and Assistance 1 2010-01-01 2010-01-01 false Am I eligible to apply for a physical disaster business loan? 123.200 Section 123.200 Business Credit and Assistance SMALL BUSINESS...

  5. Team Learning Beliefs and Behaviours in Response Teams

    ERIC Educational Resources Information Center

    Boon, Anne; Raes, Elisabeth; Kyndt, Eva; Dochy, Filip

    2013-01-01

    Purpose: Teams, teamwork and team learning have been the subject of many research studies over the last decades. This article aims at investigating and confirming the Team Learning Beliefs and Behaviours (TLB&B) model within a very specific population, i.e. police and firemen teams. Within this context, the paper asks whether the team's…

  6. Business and Science - Big Data, Big Picture

    NASA Astrophysics Data System (ADS)

    Rosati, A.

    2013-12-01

    Data Science is more than the creation, manipulation, and transformation of data. It is more than Big Data. The business world seems to have a hold on the term 'data science' and, for now, they define what it means. But business is very different than science. In this talk, I address how large datasets, Big Data, and data science are conceptually different in business and science worlds. I focus on the types of questions each realm asks, the data needed, and the consequences of findings. Gone are the days of datasets being created or collected to serve only one purpose or project. The trick with data reuse is to become familiar enough with a dataset to be able to combine it with other data and extract accurate results. As a Data Curator for the Advanced Cooperative Arctic Data and Information Service (ACADIS), my specialty is communication. Our team enables Arctic sciences by ensuring datasets are well documented and can be understood by reusers. Previously, I served as a data community liaison for the North American Regional Climate Change Assessment Program (NARCCAP). Again, my specialty was communicating complex instructions and ideas to a broad audience of data users. Before entering the science world, I was an entrepreneur. I have a bachelor's degree in economics and a master's degree in environmental social science. I am currently pursuing a Ph.D. in Geography. Because my background has embraced both the business and science worlds, I would like to share my perspectives on data, data reuse, data documentation, and the presentation or communication of findings. My experiences show that each can inform and support the other.

  7. Teams That Work: Preparing Student Teams for the Workplace

    ERIC Educational Resources Information Center

    Galbraith, Diane D.; Webb, Fred L.

    2013-01-01

    Organizations today often require collaboration in the form of work teams. Many tasks completed within organizations, whether in the workplace or in academia, however, can be beyond the capabilities of individuals alone. Productive teamwork and cooperative activities in business are expected and can begin very early in a person's career. The…

  8. 30 CFR 49.2 - Availability of mine rescue teams.

    Code of Federal Regulations, 2011 CFR

    2011-07-01

    ... 30 Mineral Resources 1 2011-07-01 2011-07-01 false Availability of mine rescue teams. 49.2 Section... TRAINING MINE RESCUE TEAMS § 49.2 Availability of mine rescue teams. (a) Except where alternative... teams which are available at all times when miners are underground; or (2) Enter into an arrangement for...

  9. 30 CFR 49.2 - Availability of mine rescue teams.

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... 30 Mineral Resources 1 2010-07-01 2010-07-01 false Availability of mine rescue teams. 49.2 Section... TRAINING MINE RESCUE TEAMS § 49.2 Availability of mine rescue teams. (a) Except where alternative... teams which are available at all times when miners are underground; or (2) Enter into an arrangement for...

  10. Ares I Integrated Vehicle System Safety Team

    NASA Technical Reports Server (NTRS)

    Wetherholt, Jon; McNairy, Lisa; Shackelford, Carla

    2009-01-01

    Complex systems require integrated analysis teams which sometimes are divided into subsystem teams. Proper division of the analysis in to subsystem teams is important. Safety analysis is one of the most difficult aspects of integration.

  11. Building Virtual Teams: Experiential Learning Using Emerging Technologies

    ERIC Educational Resources Information Center

    Hu, Haihong

    2015-01-01

    Currently, virtual teams are being used exponentially in higher education and business because of the development of technologies and globalization. These teams have become an essential approach for collaborative learning as well as task completion. Team learning, especially in an online format, can be challenging due to lack of effective…

  12. Managing Team Learning in a Spanish Commercial Bank

    ERIC Educational Resources Information Center

    Doving, Erik; Martin-Rubio, Irene

    2013-01-01

    Purpose: The purpose of this paper is to analyze how team management affects team-learning activities. Design/methodology/approach: The authors empirically study 68 teams as they operate in the natural business context of a major Spanish bank. Quantitative research utilizing multiple regression analyses is used to test hypotheses. Findings: The…

  13. 5 CFR 919.445 - What action may I take if a primary tier participant knowingly does business with an excluded or...

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... § 919.445 What action may I take if a primary tier participant knowingly does business with an excluded... 5 Administrative Personnel 2 2010-01-01 2010-01-01 false What action may I take if a primary tier participant knowingly does business with an excluded or disqualified person? 919.445 Section 919.445...

  14. Foundations for a Team Oriented Curriculum

    ERIC Educational Resources Information Center

    Neal, Brandi; Martz, Ben

    2016-01-01

    The business world today values collaboration and team work skills such as those found in the area of project management, business process reengineering, quality circles, etc. In response, the use of group projects permeates many curricula today with varying consequences and levels of success. Technology claims to enhance collaboration in…

  15. Reorganizing Freshman Business Mathematics I: Background and Philosophy

    ERIC Educational Resources Information Center

    Green, Kris; Emerson, Allen

    2008-01-01

    This article is the first of the two-part discussion of the development of a new Freshman Business Mathematics (FBM) course at our college. Part I of the article describes the background and history behind the course, and provides a theoretical framework for the design of the course. This design involves students in learning and applying…

  16. 12 CFR 390.104 - What information must I include in my draft business plan?

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 12 Banks and Banking 5 2014-01-01 2014-01-01 false What information must I include in my draft... Application Processing Procedures § 390.104 What information must I include in my draft business plan? If you are required to submit a draft business plan under § 309.103, your plan must: (a) Clearly and...

  17. 12 CFR 390.104 - What information must I include in my draft business plan?

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 12 Banks and Banking 5 2013-01-01 2013-01-01 false What information must I include in my draft... Application Processing Procedures § 390.104 What information must I include in my draft business plan? If you are required to submit a draft business plan under § 309.103, your plan must: (a) Clearly and...

  18. 12 CFR 390.104 - What information must I include in my draft business plan?

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 12 Banks and Banking 5 2012-01-01 2012-01-01 false What information must I include in my draft... Application Processing Procedures § 390.104 What information must I include in my draft business plan? If you are required to submit a draft business plan under § 309.103, your plan must: (a) Clearly and...

  19. 30 CFR 49.2 - Availability of mine rescue teams.

    Code of Federal Regulations, 2012 CFR

    2012-07-01

    ... 30 Mineral Resources 1 2012-07-01 2012-07-01 false Availability of mine rescue teams. 49.2 Section... TRAINING MINE RESCUE TEAMS Mine Rescue Teams for Underground Metal and Nonmetal Mines § 49.2 Availability of mine rescue teams. (a) Except where alternative compliance is permitted for small and remote mines...

  20. 30 CFR 49.2 - Availability of mine rescue teams.

    Code of Federal Regulations, 2014 CFR

    2014-07-01

    ... 30 Mineral Resources 1 2014-07-01 2014-07-01 false Availability of mine rescue teams. 49.2 Section... TRAINING MINE RESCUE TEAMS Mine Rescue Teams for Underground Metal and Nonmetal Mines § 49.2 Availability of mine rescue teams. (a) Except where alternative compliance is permitted for small and remote mines...

  1. 30 CFR 49.2 - Availability of mine rescue teams.

    Code of Federal Regulations, 2013 CFR

    2013-07-01

    ... 30 Mineral Resources 1 2013-07-01 2013-07-01 false Availability of mine rescue teams. 49.2 Section... TRAINING MINE RESCUE TEAMS Mine Rescue Teams for Underground Metal and Nonmetal Mines § 49.2 Availability of mine rescue teams. (a) Except where alternative compliance is permitted for small and remote mines...

  2. Team structure and regulatory focus: the impact of regulatory fit on team dynamic.

    PubMed

    Dimotakis, Nikolaos; Davison, Robert B; Hollenbeck, John R

    2012-03-01

    We report a within-teams experiment testing the effects of fit between team structure and regulatory task demands on task performance and satisfaction through average team member positive affect and helping behaviors. We used a completely crossed repeated-observations design in which 21 teams enacted 2 tasks with different regulatory focus characteristics (prevention and promotion) in 2 organizational structures (functional and divisional), resulting in 84 observations. Results suggested that salient regulatory demands inherent in the task interacted with structure to determine objective and subjective team-level outcomes, such that functional structures were best suited to (i.e., had best fit with) tasks with a prevention regulatory focus and divisional structures were best suited to tasks with a promotion regulatory focus. This contingency finding integrates regulatory focus and structural contingency theories, and extends them to the team level with implications for models of performance, satisfaction, and team dynamics.

  3. There's no team in I: How observers perceive individual creativity in a team setting.

    PubMed

    Kay, Min B; Proudfoot, Devon; Larrick, Richard P

    2018-04-01

    Creativity is highly valued in organizations as an important source of innovation. As most creative projects require the efforts of groups of individuals working together, it is important to understand how creativity is perceived for team products, including how observers attribute creative ability to focal actors who worked as part of a creative team. Evidence from three experiments suggests that observers commit the fundamental attribution error-systematically discounting the contribution of the group when assessing the creative ability of a single group representative, particularly when the group itself is not visually salient. In a pilot study, we found that, in the context of the design team at Apple, a target group member visually depicted alone is perceived to have greater personal creative ability than when he is visually depicted with his team. In Study 1, using a sample of managers, we conceptually replicated this finding and further observed that, when shown alone, a target member of a group that produced a creative product is perceived to be as creative as an individual described as working alone on the same output. In Study 2, we replicated the findings of Study 1 and also observed that a target group member depicted alone, rather than with his team, is also attributed less creative ability for uncreative group output. Findings are discussed in light of how overattribution of individual creative ability can harm organizations in the long run. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

  4. Exploring the "Lone Wolf" Phenomenon in Student Teams

    ERIC Educational Resources Information Center

    Barr, Terri Feldman; Dixon, Andrea L.; Gassenheimer, Jule B.

    2005-01-01

    The proliferation of projects using student teams has motivated researchers to examine factors that affect both team process and outcomes. This research introduces an individual difference variable found in the business environment that has not been examined in a classroom context. The lone wolf appears to play a role in how teams function and…

  5. Roles and Responsibilities in Feature Teams

    NASA Astrophysics Data System (ADS)

    Eckstein, Jutta

    Agile development requires self-organizing teams. The set-up of a (feature) team has to enable self-organization. Special care has to be taken if the project is not only distributed, but also large and more than one feature team is involved. Every feature team needs in such a setting a product owner who ensures the continuous focus on business delivery. The product owners collaborate by working together in a virtual team. Each feature team is supported by a coach who ensures not only the agile process of the individual feature team but also across all feature teams. An architect (or if necessary a team of architects) takes care that the system is technically sound. Contrariwise to small co-located projects, large global projects require a project manager who deals with—among other things—internal and especially external politics.

  6. Infusing informatics into interprofessional education: the iTEAM (Interprofessional Technology Enhanced Advanced practice Model) project.

    PubMed

    Skiba, Diane J; Barton, Amy J; Knapfel, Sarah; Moore, Gina; Trinkley, Katy

    2014-01-01

    The iTEAM goal is to prepare advanced practice nurses, physicians and pharmacists with the interprofessional (IP) core competencies (informatics, patient centric, quality-focused, evidence based care) to provide technology enhanced collaborative care by: offering technology enhanced learning opportunities through a required informatics course, advanced practice courses (team based experiences with both standardized and virtual patients) and team based clinical experiences including e-health experiences. The innovative features of iTEAM project will be achieved through use of social media strategies, a web accessible Electronic Health Records (EHRs) system, a Virtual Clinic/Hospital in Second Life, various e-health applications including traditional telehealth tools and consumer oriented tools such as patient portals, social media consumer groups and mobile health (m-health) applications for health and wellness functions. It builds upon the schools' rich history of IP education and includes clinical partners, such as the VA and other clinical sites focused on care for underserved patient populations.

  7. Crisis management teams in health organisations.

    PubMed

    Canyon, Deon V

    2012-01-01

    Crisis management teams (CMT) are necessary to ensure adequate and appropriate crisis management planning and response to unforeseen, adverse events. This study investigated the existence of CMTs, the membership of CMTs, and the degree of training received by CMTs in Australian health and allied health organisations. This cross-sectional study draws on data provided by executive decision makers in a broad selection of health and allied health organisations. Crisis management teams were found in 44.2 per cent of the health-related organisations surveyed, which is ten per cent lower than the figure for business organisations. Membership of these CMTs was not ideal and did not conform to standard CMT membership profiles. Similarly, the extent of crisis management training in health-related organisations is 20 per cent lower than the figure for business organisations. If organisations do not become pro-active in their crisis management practices, the onus is on government to improve the situation through regulation and the provision of more physical, monetary and skill resources to ensure that the health services of Australia are sufficiently prepared to respond to adverse events.

  8. 31 CFR 19.330 - What requirements must I pass down to persons at lower tiers with whom I intend to do business?

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... 31 Money and Finance: Treasury 1 2010-07-01 2010-07-01 false What requirements must I pass down to persons at lower tiers with whom I intend to do business? 19.330 Section 19.330 Money and Finance...) Responsibilities of Participants Regarding Transactions Doing Business with Other Persons § 19.330 What...

  9. 31 CFR 19.330 - What requirements must I pass down to persons at lower tiers with whom I intend to do business?

    Code of Federal Regulations, 2013 CFR

    2013-07-01

    ... 31 Money and Finance: Treasury 1 2013-07-01 2013-07-01 false What requirements must I pass down to persons at lower tiers with whom I intend to do business? 19.330 Section 19.330 Money and Finance...) Responsibilities of Participants Regarding Transactions Doing Business with Other Persons § 19.330 What...

  10. 31 CFR 19.330 - What requirements must I pass down to persons at lower tiers with whom I intend to do business?

    Code of Federal Regulations, 2014 CFR

    2014-07-01

    ... 31 Money and Finance: Treasury 1 2014-07-01 2014-07-01 false What requirements must I pass down to persons at lower tiers with whom I intend to do business? 19.330 Section 19.330 Money and Finance...) Responsibilities of Participants Regarding Transactions Doing Business with Other Persons § 19.330 What...

  11. 31 CFR 19.330 - What requirements must I pass down to persons at lower tiers with whom I intend to do business?

    Code of Federal Regulations, 2012 CFR

    2012-07-01

    ... 31 Money and Finance: Treasury 1 2012-07-01 2012-07-01 false What requirements must I pass down to persons at lower tiers with whom I intend to do business? 19.330 Section 19.330 Money and Finance...) Responsibilities of Participants Regarding Transactions Doing Business with Other Persons § 19.330 What...

  12. 31 CFR 19.330 - What requirements must I pass down to persons at lower tiers with whom I intend to do business?

    Code of Federal Regulations, 2011 CFR

    2011-07-01

    ... 31 Money and Finance: Treasury 1 2011-07-01 2011-07-01 false What requirements must I pass down to persons at lower tiers with whom I intend to do business? 19.330 Section 19.330 Money and Finance...) Responsibilities of Participants Regarding Transactions Doing Business with Other Persons § 19.330 What...

  13. The Evolving Treatment Patterns of NCAA Division I Football Players by Orthopaedic Team Physicians Over the Past Decade, 2008-2016.

    PubMed

    Carver, Trevor J; Schrock, John B; Kraeutler, Matthew J; McCarty, Eric C

    Previous studies have analyzed the treatment patterns used to manage injuries in National Collegiate Athletic Association (NCAA) Division I football players. Treatment patterns used to manage injuries in NCAA Division I football players will have changed over the study period. Descriptive epidemiology study. Level 5. The head orthopaedic team physicians for all 128 NCAA Division I football teams were asked to complete a survey containing questions regarding experience as team physician, medical coverage of the team, reimbursement issues, and treatment preferences for some of the most common injuries occurring in football players. Responses from the current survey were compared with responses from the same survey sent to NCAA Division I team physicians in 2008. Responses were received from 111 (111/119, 93%) NCAA Division I orthopaedic team physicians in 2008 and 115 (115/128, 90%) orthopaedic team physicians between April 2016 and April 2017. The proportion of team physicians who prefer a patellar tendon autograft for primary anterior cruciate ligament reconstruction (ACLR) increased from 67% in 2008 to 83% in 2016 ( P < 0.001). The proportion of team physicians who perform anterior shoulder stabilization arthroscopically increased from 69% in 2008 to 93% in 2016 ( P < 0.0001). Of team physicians who perform surgery for grade III posterior cruciate ligament (PCL) injuries, the proportion who use the arthroscopic single-bundle technique increased from 49% in 2008 to 83% in 2016 ( P < 0.0001). The proportion of team physicians who use Toradol injections prior to a game to help with nagging injuries decreased from 62% in 2008 to 26% in 2016 ( P < 0.0001). Orthopaedic physicians changed their injury treatment preferences for NCAA Division I football players over the study period. In particular, physicians have changed their preferred techniques for ACLR, anterior shoulder stabilization, and PCL reconstruction. Physicians have also become more conservative with pregame

  14. Defining and Assessing Team Skills of Business and Accountancy Students

    ERIC Educational Resources Information Center

    Alghalith, Nabil; Blum, Michael; Medlock, Amanda; Weber, Sandy

    2004-01-01

    The objectives of the project are (1) to define the skills necessary for students to work effectively with others to achieve common goals, and (2) to develop an assessment instrument to measure student progress toward achieving these skills. The defined skill set will form a basis for common expectations related to team skills that will be shared…

  15. Uncovering Transdisciplinary Team Project Outcomes through Ripple Effect Mapping

    ERIC Educational Resources Information Center

    Daniels, Catherine H.; Chalker-Scott, Linda; Martini, Nicole

    2016-01-01

    The Garden Team at Washington State University is a transdisciplinary, geographically dispersed group of faculty and staff. As with many such teams, member retention requires effort, as busy individuals may not see the overall benefits of active team membership. Ripple effect mapping is a strategy that can illustrate the tangible and often…

  16. E-hubs: the new B2B (business-to-business) marketplaces.

    PubMed

    Kaplan, S; Sawhney, M

    2000-01-01

    Electronic hubs--Internet-based intermediaries that host electronic marketplaces and mediate transactions among businesses--are generating a lot of interest. Companies like Ariba, Chemdex, and Commerce One have already attained breathtaking stock market capitalizations. Venture capitalists are pouring money into more business-to-business start-ups. Even industrial stalwarts like GM and Ford are making plans to set up their own Web markets. As new entrants with new business models pour into the business-to-business space, it's increasingly difficult to make sense of the landscape. This article provides a blueprint of the e-hub arena. The authors start by looking at the two dimensions of purchasing: what businesses buy--manufacturing inputs or operating inputs--and how they buy--through systematic sourcing or spot sourcing. They classify B2B e-hubs into four categories: MRO hubs, yield managers, exchanges, and catalog hubs, and they discuss each type in detail. Drilling deeper into this B2B matrix, the authors look at how e-hubs create value--through aggregation and matching--and explain when each mechanism works best. They also examine the biases of e-hubs. Although many e-hubs are neutral--they're operated by independent third parties--some favor the buyers or sellers. The authors explain the differences and discuss the pros and cons of each position. The B2B marketplace is changing rapidly. This framework helps buyers, sellers, and market makers navigate the landscape by explaining what the different hubs do and how they add the most value.

  17. Team Culture and Business Strategy Simulation Performance

    ERIC Educational Resources Information Center

    Ritchie, William J.; Fornaciari, Charles J.; Drew, Stephen A. W.; Marlin, Dan

    2013-01-01

    Many capstone strategic management courses use computer-based simulations as core pedagogical tools. Simulations are touted as assisting students in developing much-valued skills in strategy formation, implementation, and team management in the pursuit of superior strategic performance. However, despite their rich nature, little is known regarding…

  18. Consequences of Team Charter Quality: Teamwork Mental Model Similarity and Team Viability in Engineering Design Student Teams

    ERIC Educational Resources Information Center

    Conway Hughston, Veronica

    2014-01-01

    Since 1996 ABET has mandated that undergraduate engineering degree granting institutions focus on learning outcomes such as professional skills (i.e. solving unstructured problems and working in teams). As a result, engineering curricula were restructured to include team based learning--including team charters. Team charters were diffused into…

  19. Team-Based Classroom Pedagogy Reframed: The Student Perspective

    ERIC Educational Resources Information Center

    Schultz, Jennifer L.; Wilson, Joel R.; Hess, Kenneth C.

    2010-01-01

    Postsecondary learning environments often utilize team-based pedagogical practices to challenge and support student learning outcomes. This manuscript presents the findings of a qualitative research study that analyzed the viewpoints and perceptions of group or team-based projects among undergraduate business students. Results identified five…

  20. Team Software Process (TSP) Coach Mentoring Program Guidebook

    DTIC Science & Technology

    2009-08-01

    SEI TSP Initiative Team. • All training was conducted in English only, and observations were limited to English- speaking coaches and teams. The...Certified TSP Mentor Coach programs also enable the expansion of TSP implementation to non-English- speaking teams and organizations. This pro- gram also...Communication Needs Significant Improvement Could Benefit from Development Capable and Effective Role Model 1. I listen before speaking . 2. I

  1. Operative team communication during simulated emergencies: Too busy to respond?

    PubMed

    Davis, W Austin; Jones, Seth; Crowell-Kuhnberg, Adrianna M; O'Keeffe, Dara; Boyle, Kelly M; Klainer, Suzanne B; Smink, Douglas S; Yule, Steven

    2017-05-01

    Ineffective communication among members of a multidisciplinary team is associated with operative error and failure to rescue. We sought to measure operative team communication in a simulated emergency using an established communication framework called "closed loop communication." We hypothesized that communication directed at a specific recipient would be more likely to elicit a check back or closed loop response and that this relationship would vary with changes in patients' clinical status. We used the closed loop communication framework to code retrospectively the communication behavior of 7 operative teams (each comprising 2 surgeons, anesthesiologists, and nurses) during response to a simulated, postanesthesia care unit "code blue." We identified call outs, check backs, and closed loop episodes and applied descriptive statistics and a mixed-effects negative binomial regression to describe characteristics of communication in individuals and in different specialties. We coded a total of 662 call outs. The frequency and type of initiation and receipt of communication events varied between clinical specialties (P < .001). Surgeons and nurses initiated fewer and received more communication events than anesthesiologists. For the average participant, directed communication increased the likelihood of check back by at least 50% (P = .021) in periods preceding acute changes in the clinical setting, and exerted no significant effect in periods after acute changes in the clinical situation. Communication patterns vary by specialty during a simulated operative emergency, and the effect of directed communication in eliciting a response depends on the clinical status of the patient. Operative training programs should emphasize the importance of quality communication in the period immediately after an acute change in the clinical setting of a patient and recognize that communication patterns and needs vary between members of multidisciplinary operative teams. Copyright

  2. A Framework for Modeling Workflow Execution by an Interdisciplinary Healthcare Team.

    PubMed

    Kezadri-Hamiaz, Mounira; Rosu, Daniela; Wilk, Szymon; Kuziemsky, Craig; Michalowski, Wojtek; Carrier, Marc

    2015-01-01

    The use of business workflow models in healthcare is limited because of insufficient capture of complexities associated with behavior of interdisciplinary healthcare teams that execute healthcare workflows. In this paper we present a novel framework that builds on the well-founded business workflow model formalism and related infrastructures and introduces a formal semantic layer that describes selected aspects of team dynamics and supports their real-time operationalization.

  3. 76 FR 73475 - Immigration Benefits Business Transformation, Increment I; Correction

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-11-29

    ... to enable U.S. Citizenship and Immigration Services (USCIS) to transform its business processes. The... Transformation, Increment I; Correction AGENCY: U.S. Citizenship and Immigration Services, DHS. ACTION: Final....S. Citizenship and Immigration Services, Department of Homeland Security, 633 Third St. NW...

  4. 13 CFR 123.201 - When am I not eligible to apply for a physical disaster business loan?

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... for a physical disaster business loan? 123.201 Section 123.201 Business Credit and Assistance SMALL BUSINESS ADMINISTRATION DISASTER LOAN PROGRAM Physical Disaster Business Loans § 123.201 When am I not eligible to apply for a physical disaster business loan? (a) You are not eligible for a physical disaster...

  5. 13 CFR 123.201 - When am I not eligible to apply for a physical disaster business loan?

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... for a physical disaster business loan? 123.201 Section 123.201 Business Credit and Assistance SMALL BUSINESS ADMINISTRATION DISASTER LOAN PROGRAM Physical Disaster Business Loans § 123.201 When am I not eligible to apply for a physical disaster business loan? (a) You are not eligible for a physical disaster...

  6. 13 CFR 123.201 - When am I not eligible to apply for a physical disaster business loan?

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... for a physical disaster business loan? 123.201 Section 123.201 Business Credit and Assistance SMALL BUSINESS ADMINISTRATION DISASTER LOAN PROGRAM Physical Disaster Business Loans § 123.201 When am I not eligible to apply for a physical disaster business loan? (a) You are not eligible for a physical disaster...

  7. Multicultural Ground Teams in Space Programs

    NASA Astrophysics Data System (ADS)

    Maier, M.

    2012-01-01

    In the early years of space flight only two countries had access to space. In the last twenty years, there have been major changes in how we conduct space business. With the fall of the iron curtain and the growing of the European Union, more and more players were able to join the space business and space science. By end of the last century, numerous countries, agencies and companies earned the right to be equal partners in space projects. This paper investigates the impact of multicultural teams in the space arena. Fortunately, in manned spaceflight, especially for long duration missions, there are several studies and simulations reporting on multicultural team impact. These data have not been as well explored on the team interactions within the ground crews. The focus of this paper are the teams working on the ISS project. Hypotheses will be drawn from the results of space crew research to determine parallels and differences for this vital segment of success in space missions. The key source of the data will be drawn from structured interviews with managers and other ground crews on the ISS project.

  8. Team Building Concepts.

    ERIC Educational Resources Information Center

    Massachusetts Career Development Inst., Springfield.

    This booklet is one of six texts from a workplace literacy curriculum designed to assist learners in facing the increased demands of the workplace. It briefly explains how team building concepts affect businesses in new ways and how they help create an environment that provides job satisfaction for everyone and high-quality products for the…

  9. Providing Management Assistance to Clients of a Small Business Development Center while Helping to Prepare Students for Business.

    ERIC Educational Resources Information Center

    Roebuck, Deborah Britt

    1993-01-01

    Describes a project that helps students solve real business problems, share leadership roles, delegate duties, write collaboratively, present orally as a team, and manage conflict as they serve as consultants to small business owners. (RS)

  10. 22 CFR 208.310 - What must I do if a Federal agency excludes a person with whom I am already doing business in a...

    Code of Federal Regulations, 2011 CFR

    2011-04-01

    ... person with whom I am already doing business in a covered transaction? 208.310 Section 208.310 Foreign Relations AGENCY FOR INTERNATIONAL DEVELOPMENT GOVERNMENTWIDE DEBARMENT AND SUSPENSION (NONPROCUREMENT) Responsibilities of Participants Regarding Transactions Doing Business with Other Persons § 208.310 What must I do...

  11. 22 CFR 208.310 - What must I do if a Federal agency excludes a person with whom I am already doing business in a...

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... person with whom I am already doing business in a covered transaction? 208.310 Section 208.310 Foreign Relations AGENCY FOR INTERNATIONAL DEVELOPMENT GOVERNMENTWIDE DEBARMENT AND SUSPENSION (NONPROCUREMENT) Responsibilities of Participants Regarding Transactions Doing Business with Other Persons § 208.310 What must I do...

  12. 22 CFR 208.325 - What happens if I do business with an excluded person in a covered transaction?

    Code of Federal Regulations, 2011 CFR

    2011-04-01

    ... 22 Foreign Relations 1 2011-04-01 2011-04-01 false What happens if I do business with an excluded person in a covered transaction? 208.325 Section 208.325 Foreign Relations AGENCY FOR INTERNATIONAL... Regarding Transactions Doing Business with Other Persons § 208.325 What happens if I do business with an...

  13. 22 CFR 208.325 - What happens if I do business with an excluded person in a covered transaction?

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... 22 Foreign Relations 1 2010-04-01 2010-04-01 false What happens if I do business with an excluded person in a covered transaction? 208.325 Section 208.325 Foreign Relations AGENCY FOR INTERNATIONAL... Regarding Transactions Doing Business with Other Persons § 208.325 What happens if I do business with an...

  14. Governance - Alignment and Configuration of Business Activities Task Group Report

    DTIC Science & Technology

    2006-05-01

    governance level and the Enterprise Model as a way of ensuring integration at the management and work/execution levels 3. Ensure shared services (i.e...Management Framework o QDR Organizational Model o Secretary of Defense 2006-2008 Priorities o Shared Services Defense Business Board...support for horizontal and vertical organizations • Move “supporting” organizations to shared services model May 2006 "Team Defense" 18 Task Group

  15. 77 FR 23229 - Submission for OMB Review; Small Business Innovation Research (SBIR) Program-Phase I-Grant...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-04-18

    ....133). This is in response to Public Law 106- 554, the ``Small Business Reauthorization Act of [[Page... DEPARTMENT OF EDUCATION Submission for OMB Review; Small Business Innovation Research (SBIR) Program--Phase I--Grant Application Package SUMMARY: This application package invites small business...

  16. Addressing dysfunctional relations among healthcare teams: improving team cooperation through applied organizational theories.

    PubMed

    Horwitz, Sujin K; Horwitz, Irwin B; Barshes, Neal R

    2011-01-01

    Previous research has demonstrated that communication failure and interpersonal conflicts are significant impediments among health-care teams to assess complex information and engage in the meaningful collaboration necessary for optimizing patient care. Despite the prolific research on the role of effective teamwork in accomplishing complex tasks, such findings have been traditionally applied to business organizations and not medical contexts. This chapter, therefore, reviews and applies four theories from the fields of organizational behavior (OB) and organization development (OD) as potential means for improving team interaction in health-care contexts. This study is unique in its approach as it addresses the long-standing problems that exist in team communication and cooperation in health-care teams by applying well-established theories from the organizational literature. The utilization and application of the theoretical constructs discussed in this work offer valuable means by which the efficacy of team work can be greatly improved in health-care organizations.

  17. Semiannual Business Research Report

    DTIC Science & Technology

    1976-09-30

    SEMIANNUAL BUSINES! o CO o ISiARCI A Compendium Prepared By: Air Force Business Research Management Center i.: lit’ - * <■ .^-.V...B n ■ m 7 IJfT 30 SEPTEM3ER 1976 SEMIANNUAL BUSINESS RESEARCH REPORT A Compendium Prepared By: Air Force Business Research...Requirements** 2 Systems Requirements Management 6 II. Business Strategy . 8 Role of the Contracting Officer ...... 8 Acquisition Communication ... 9

  18. Assessment of Peer-Led Team Learning in Calculus I: A Five-Year Study

    ERIC Educational Resources Information Center

    Merkel, John Conrad; Brania, Abdelkrim

    2015-01-01

    This five-year study of the peer-led team learning (PLTL) paradigm examined its implementation in a Calculus I course at an all-male HBCU institution. For this study we set up a strong control group and measured the effect of PLTL in the teaching and learning of Calculus I through two points of measure: retention and success rates and learning…

  19. Are Children's Competitive Team Sports Socializing Agents for Corporate America?

    ERIC Educational Resources Information Center

    Berlage, Gai Ingham

    In a study of the similarities between childrens' competitive team sports and the typical corporate or business environment, two research questions were posed: (1) Does the structural organization of childrens' soccer and ice hockey organizations resemble that of American corporations?; and (2) Are the values of childrens' competitive sports…

  20. 31 CFR 19.325 - What happens if I do business with an excluded person in a covered transaction?

    Code of Federal Regulations, 2012 CFR

    2012-07-01

    ... 31 Money and Finance: Treasury 1 2012-07-01 2012-07-01 false What happens if I do business with an excluded person in a covered transaction? 19.325 Section 19.325 Money and Finance: Treasury Office of the... Participants Regarding Transactions Doing Business with Other Persons § 19.325 What happens if I do business...

  1. 31 CFR 19.325 - What happens if I do business with an excluded person in a covered transaction?

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... 31 Money and Finance: Treasury 1 2010-07-01 2010-07-01 false What happens if I do business with an excluded person in a covered transaction? 19.325 Section 19.325 Money and Finance: Treasury Office of the... Participants Regarding Transactions Doing Business with Other Persons § 19.325 What happens if I do business...

  2. 31 CFR 19.325 - What happens if I do business with an excluded person in a covered transaction?

    Code of Federal Regulations, 2013 CFR

    2013-07-01

    ... 31 Money and Finance: Treasury 1 2013-07-01 2013-07-01 false What happens if I do business with an excluded person in a covered transaction? 19.325 Section 19.325 Money and Finance: Treasury Office of the... Participants Regarding Transactions Doing Business with Other Persons § 19.325 What happens if I do business...

  3. 31 CFR 19.325 - What happens if I do business with an excluded person in a covered transaction?

    Code of Federal Regulations, 2014 CFR

    2014-07-01

    ... 31 Money and Finance: Treasury 1 2014-07-01 2014-07-01 false What happens if I do business with an excluded person in a covered transaction? 19.325 Section 19.325 Money and Finance: Treasury Office of the... Participants Regarding Transactions Doing Business with Other Persons § 19.325 What happens if I do business...

  4. 31 CFR 19.325 - What happens if I do business with an excluded person in a covered transaction?

    Code of Federal Regulations, 2011 CFR

    2011-07-01

    ... 31 Money and Finance: Treasury 1 2011-07-01 2011-07-01 false What happens if I do business with an excluded person in a covered transaction? 19.325 Section 19.325 Money and Finance: Treasury Office of the... Participants Regarding Transactions Doing Business with Other Persons § 19.325 What happens if I do business...

  5. 5 CFR 919.310 - What must I do if a Federal agency excludes a person with whom I am already doing business in a...

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... excludes a person with whom I am already doing business in a covered transaction? 919.310 Section 919.310 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT (CONTINUED) CIVIL SERVICE REGULATIONS (CONTINUED... Doing Business with Other Persons § 919.310 What must I do if a Federal agency excludes a person with...

  6. 22 CFR 1006.310 - What must I do if a Federal agency excludes a person with whom I am already doing business in a...

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... is proper and appropriate. (b) You may not renew or extend covered transactions (other than no-cost... person with whom I am already doing business in a covered transaction? 1006.310 Section 1006.310 Foreign...) Responsibilities of Participants Regarding Transactions Doing Business with Other Persons § 1006.310 What must I do...

  7. 21 CFR 1404.310 - What must I do if a Federal agency excludes a person with whom I am already doing business in a...

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... is proper and appropriate. (b) You may not renew or extend covered transactions (other than no-cost... person with whom I am already doing business in a covered transaction? 1404.310 Section 1404.310 Food and...) Responsibilities of Participants Regarding Transactions Doing Business with Other Persons § 1404.310 What must I do...

  8. 22 CFR 1508.310 - What must I do if a Federal agency excludes a person with whom I am already doing business in a...

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... is proper and appropriate. (b) You may not renew or extend covered transactions (other than no-cost... person with whom I am already doing business in a covered transaction? 1508.310 Section 1508.310 Foreign...) Responsibilities of Participants Regarding Transactions Doing Business with Other Persons § 1508.310 What must I do...

  9. Building team adaptive capacity: the roles of sensegiving and team composition.

    PubMed

    Randall, Kenneth R; Resick, Christian J; DeChurch, Leslie A

    2011-05-01

    The current study draws on motivated information processing in groups theory to propose that leadership functions and composition characteristics provide teams with the epistemic and social motivation needed for collective information processing and strategy adaptation. Three-person teams performed a city management decision-making simulation (N=74 teams; 222 individuals). Teams first managed a simulated city that was newly formed and required growth strategies and were then abruptly switched to a second simulated city that was established and required revitalization strategies. Consistent with hypotheses, external sensegiving and team composition enabled distinct aspects of collective information processing. Sensegiving prompted the emergence of team strategy mental models (i.e., cognitive information processing); psychological collectivism facilitated information sharing (i.e., behavioral information processing); and cognitive ability provided the capacity for both the cognitive and behavioral aspects of collective information processing. In turn, team mental models and information sharing enabled reactive strategy adaptation.

  10. Perceptions of Engineers Regarding Successful Engineering Team Design

    NASA Technical Reports Server (NTRS)

    Nowaczyk, Ronald H.

    1998-01-01

    The perceptions of engineers and scientists at NASA Langley Research Center toward engineering design teams were evaluated. A sample of 49 engineers and scientists rated 60 team behaviors in terms of their relative importance for team success. They also completed a profile of their own perceptions of their strengths and weaknesses as team members. Behaviors related to team success are discussed in terms of those involving the organizational culture and commitment to the team and those dealing with internal team dynamics. The latter behaviors focused on team issues occurring during the early stages of a team's existence. They included the level and extent of debate and discussion regarding methods for completing the team task and the efficient use of team time to explore and discuss methodologies critical to the problem. The discussion includes a comparison of engineering teams with the prototypical business team portrayed in the literature.

  11. Deep Space Habitat Team: HEFT Phase 2 Effects

    NASA Technical Reports Server (NTRS)

    Toups, Larry D.; Smitherman, David; Shyface, Hilary; Simon, Matt; Bobkill, Marianne; Komar, D. R.; Guirgis, Peggy; Bagdigian, Bob; Spexarth, Gary

    2011-01-01

    HEFT was a NASA-wide team that performed analyses of architectures for human exploration beyond LEO, evaluating technical, programmatic, and budgetary issues to support decisions at the highest level of the agency in HSF planning. HEFT Phase I (April - September, 2010) and Phase II (September - December, 2010) examined a broad set of Human Exploration of Near Earth Objects (NEOs) Design Reference Missions (DRMs), evaluating such factors as elements, performance, technologies, schedule, and cost. At end of HEFT Phase 1, an architecture concept known as DRM 4a represented the best available option for a full capability NEO mission. Within DRM4a, the habitation system was provided by Deep Space Habitat (DSH), Multi-Mission Space Exploration Vehicle (MMSEV), and Crew Transfer Vehicle (CTV) pressurized elements. HEFT Phase 2 extended DRM4a, resulting in DRM4b. Scrubbed element-level functionality assumptions and mission Concepts of Operations. Habitation Team developed more detailed concepts of the DSH and the DSH/MMSEV/CTV Conops, including functionality and accommodations, mass & volume estimates, technology requirements, and DDT&E costs. DRM 5 represented an effort to reduce cost by scaling back on technologies and eliminating the need for the development of an MMSEV.

  12. 14th Annual Small Business Conference

    DTIC Science & Technology

    2010-11-18

    Government Contracting, Small Business Administration 5:45 pm - 7:45 pm RECEPTION IN DISPLAY AREA 14TH ANNUAL SMALL BUSINESS CONFERENCE...as a lobbyist for a large multi-national conglomerate that included among its subsidiaries movie companies, sports teams, financial services companies...Past Performance /Small Business Participation > M.1 Basis of Award: The Government plans to award a single contract for the Fighting Trailer

  13. 5 CFR 919.330 - What requirements must I pass down to persons at lower tiers with whom I intend to do business?

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... persons at lower tiers with whom I intend to do business? 919.330 Section 919.330 Administrative Personnel OFFICE OF PERSONNEL MANAGEMENT (CONTINUED) CIVIL SERVICE REGULATIONS (CONTINUED) GOVERNMENTWIDE DEBARMENT AND SUSPENSION (NONPROCUREMENT) Responsibilities of Participants Regarding Transactions Doing Business...

  14. 29 CFR 98.310 - What must I do if a Federal agency excludes a person with whom I am already doing business in a...

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    .... (b) You may not renew or extend covered transactions (other than no-cost time extensions) with any... whom I am already doing business in a covered transaction? 98.310 Section 98.310 Labor Office of the... Regarding Transactions Doing Business with Other Persons § 98.310 What must I do if a Federal agency...

  15. Muddles and Huddles: Facilitating a Multicultural Workforce through Team Management Theory.

    ERIC Educational Resources Information Center

    Schreiber, Evelyn Jaffe

    1996-01-01

    Suggests two avenues of guidance for organizations adopting a multicultural approach: (1) businesses can profit from experiences in academia, where researchers have outlined areas of difficulty (for example, sharing power and valuing difference); and (2) industries' own team management theory (which dismantles hierarchical structures in favor of…

  16. 22 CFR 208.330 - What requirements must I pass down to persons at lower tiers with whom I intend to do business?

    Code of Federal Regulations, 2011 CFR

    2011-04-01

    ... at lower tiers with whom I intend to do business? 208.330 Section 208.330 Foreign Relations AGENCY FOR INTERNATIONAL DEVELOPMENT GOVERNMENTWIDE DEBARMENT AND SUSPENSION (NONPROCUREMENT) Responsibilities of Participants Regarding Transactions Doing Business with Other Persons § 208.330 What...

  17. 22 CFR 208.330 - What requirements must I pass down to persons at lower tiers with whom I intend to do business?

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... at lower tiers with whom I intend to do business? 208.330 Section 208.330 Foreign Relations AGENCY FOR INTERNATIONAL DEVELOPMENT GOVERNMENTWIDE DEBARMENT AND SUSPENSION (NONPROCUREMENT) Responsibilities of Participants Regarding Transactions Doing Business with Other Persons § 208.330 What...

  18. Business Students Flock to Courses on Electronic Commerce.

    ERIC Educational Resources Information Center

    Mangan, Katherine S.

    1999-01-01

    Business schools across the country are specializing in electronic commerce, in which teams of students create online businesses available on the Internet only to participating institutions. The courses offer students an opportunity to see how an online retailing business is conducted, including creating and maintaining Web sites, advertising…

  19. Factors Affecting University Teaching Team Effectiveness in Detached Working Environments

    ERIC Educational Resources Information Center

    Bennett, Roger; Kane, Suzanne

    2014-01-01

    This paper presents the outcomes of a study of the factors that contribute to teaching team effectiveness in situations where team members rarely meet face to face. Academic faculty within a university Business School were asked to report the degrees to which they believed that the module teaching teams to which they belonged contained members who…

  20. The Impact of Goal Setting on Team Simulation Experience.

    ERIC Educational Resources Information Center

    Fandt, Patricia M.; And Others

    1990-01-01

    Describes a study that examined the effects of goal setting on undergraduate students competing in a computerized business simulation. Group cohesiveness is discussed, treatments for the experimental and control groups are described, perceived team success is measured, and team simulation performance is evaluated. (30 references) (LRW)

  1. 77 FR 11618 - Solutions Capital I, L.P.; Notice Seeking Exemption Under the Small Business Investment Act...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-02-27

    ... SMALL BUSINESS ADMINISTRATION [License No. 03/03-0247] Solutions Capital I, L.P.; Notice Seeking Exemption Under the Small Business Investment Act, Conflicts of Interest Notice is hereby given that Solutions Capital I, L.P., 1100 Wilson Blvd., Suite 3000, Arlington, VA 22209, a Federal Licensee under the...

  2. 13 CFR 103.2 - Who may conduct business with SBA?

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 13 Business Credit and Assistance 1 2010-01-01 2010-01-01 false Who may conduct business with SBA? 103.2 Section 103.2 Business Credit and Assistance SMALL BUSINESS ADMINISTRATION STANDARDS FOR CONDUCTING BUSINESS WITH SBA § 103.2 Who may conduct business with SBA? (a) If you are an Applicant, a...

  3. Ada Compiler Validation Summary Report: Certificate Number 89020W1. 10073: International Business Machines Corporation, IBM Development System for the Ada Language, VM/CMS Ada Compiler, Version 2.1.1, IBM 3083 (Host and Target)

    DTIC Science & Technology

    1989-04-20

    International Business Machines Corporation) IBM Development System for the Ada Language, VN11/CMS Ada Compiler, Version 2.1.1, Wright-Patterson AFB, IBM 3083...890420W1.10073 International Business Machines Corporation IBM Development System for the Ada Language VM/CMS Ada Compiler Version 2.1.1 IBM 3083... International Business Machines Corporation and reviewed by the validation team. The compiler was tested using all default option settings except for the

  4. When Teams Fail to Self-Regulate: Predictors and Outcomes of Team Procrastination Among Debating Teams.

    PubMed

    Van Hooft, Edwin A J; Van Mierlo, Heleen

    2018-01-01

    Models of team development have indicated that teams typically engage in task delay during the first stages of the team's life cycle. An important question is to what extent this equally applies to all teams, or whether there is variation across teams in the amount of task delay. The present study introduces the concept of team procrastination as a lens through which we can examine whether teams collectively engage in unplanned, voluntary, and irrational delay of team tasks. Based on theory and research on self-regulation, team processes, and team motivation we developed a conceptual multilevel model of predictors and outcomes of team procrastination. In a sample of 209 student debating teams, we investigated whether and why teams engage in collective procrastination as a team, and what consequences team procrastination has in terms of team member well-being and team performance. The results supported the existence of team procrastination as a team-level construct that has some stability over time. The teams' composition in terms of individual-level trait procrastination, as well as the teams' motivational states (i.e., team learning goal orientation, team performance-approach goal orientation in interaction with team efficacy) predicted team procrastination. Team procrastination related positively to team members' stress levels, especially for those low on trait procrastination. Furthermore, team procrastination had an indirect negative relationship with team performance, through teams' collective stress levels. These findings add to the theoretical understanding of self-regulatory processes of teams, and highlight the practical importance of paying attention to team-level states and processes such as team goal orientation and team procrastination.

  5. Factors Related to Successful Engineering Team Design

    NASA Technical Reports Server (NTRS)

    Nowaczyk, Ronald H.; Zang, Thomas A.

    1998-01-01

    The perceptions of a sample of 49 engineers and scientists from NASA Langley Research Center toward engineering design teams were evaluated. The respondents rated 60 team behaviors in terms of their relative importance for team success. They also completed a profile of their own perceptions of their strengths and weaknesses as team members. Behaviors related to team success are discussed in terms of those involving the organizational culture and commitment to the team and those dealing with internal team dynamics. The latter behaviors included the level and extent of debate and discussion regarding methods for completing the team task and the efficient use of team time to explore and discuss methodologies critical to the problem. Successful engineering teams may find their greatest challenges occurring during the early stages of their existence. In contrast to the prototypical business team, members on an engineering design share expertise and knowledge which allows them to deal with task issues sooner. However, discipline differences among team members can lead to conflicts regarding the best method or approach to solving the engineering problem.

  6. Teamwork through Team Building: Face-to-Face to Online

    ERIC Educational Resources Information Center

    Staggers, Julie; Garcia, Susan; Nagelhout, Ed

    2008-01-01

    This article describes the ways the authors incorporated team-building activities into our online business writing courses by interrogating the ways that kinesthetic learning translates into the electronic realm. The authors review foundational theories of team building, including Cog's Ladder and Tuckman's Stages, and offer sample exercises they…

  7. What's the Right Answer? Team Problem-Solving in Environments of Uncertainty

    ERIC Educational Resources Information Center

    Jameson, Daphne A.

    2009-01-01

    Whether in the workplace or the classroom, many teams approach problem-solving as a search for certainty--even though certainty rarely exists in business. This search for the one right answer to a problem creates unrealistic expectations and often undermines teams' effectiveness. To help teams manage their problem-solving process and communication…

  8. Virtual Teams and Synchronous Presentations: An Online Class Experience

    ERIC Educational Resources Information Center

    Adkins, Joni K.

    2013-01-01

    Global expansion, cost containment, and technology advances have all played a role in the increase of virtual teams in today's workplace. Virtual teams in an online graduate information technology management class prepared and presented synchronous presentations over a business or non-profit sector case. This paper includes a brief literature…

  9. 41 CFR 102-117.100 - What business rules must I consider before acquiring transportation or related services?

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 41 Public Contracts and Property Management 3 2011-01-01 2011-01-01 false What business rules must...) FEDERAL MANAGEMENT REGULATION TRANSPORTATION 117-TRANSPORTATION MANAGEMENT Business Rules To Consider Before Shipping Freight or Household Goods § 102-117.100 What business rules must I consider before...

  10. 15 CFR 718.2 - Identification of confidential business information.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... business information. 718.2 Section 718.2 Commerce and Foreign Trade Regulations Relating to Commerce and Foreign Trade (Continued) BUREAU OF INDUSTRY AND SECURITY, DEPARTMENT OF COMMERCE CHEMICAL WEAPONS CONVENTION REGULATIONS CONFIDENTIAL BUSINESS INFORMATION 718.2 Identification of confidential business...

  11. When Teams Fail to Self-Regulate: Predictors and Outcomes of Team Procrastination Among Debating Teams

    PubMed Central

    Van Hooft, Edwin A. J.; Van Mierlo, Heleen

    2018-01-01

    Models of team development have indicated that teams typically engage in task delay during the first stages of the team’s life cycle. An important question is to what extent this equally applies to all teams, or whether there is variation across teams in the amount of task delay. The present study introduces the concept of team procrastination as a lens through which we can examine whether teams collectively engage in unplanned, voluntary, and irrational delay of team tasks. Based on theory and research on self-regulation, team processes, and team motivation we developed a conceptual multilevel model of predictors and outcomes of team procrastination. In a sample of 209 student debating teams, we investigated whether and why teams engage in collective procrastination as a team, and what consequences team procrastination has in terms of team member well-being and team performance. The results supported the existence of team procrastination as a team-level construct that has some stability over time. The teams’ composition in terms of individual-level trait procrastination, as well as the teams’ motivational states (i.e., team learning goal orientation, team performance-approach goal orientation in interaction with team efficacy) predicted team procrastination. Team procrastination related positively to team members’ stress levels, especially for those low on trait procrastination. Furthermore, team procrastination had an indirect negative relationship with team performance, through teams’ collective stress levels. These findings add to the theoretical understanding of self-regulatory processes of teams, and highlight the practical importance of paying attention to team-level states and processes such as team goal orientation and team procrastination. PMID:29674991

  12. Small Business Innovation Research. Abstracts of Phase I awards, 1999

    DOE Office of Scientific and Technical Information (OSTI.GOV)

    None

    1999-12-01

    This booklet presents technical abstracts of Phase I awards made in Fiscal Year (FY) 1999 under the DOE Small Business Innovation Research (SBIR) program. SBIR research explores innovative concepts in important technological and scientific areas that can lead to valuable new technology and products. The work described in the abstracts is novel, high-risk research, but the benefits will also be potentially high if the objectives are met. Brief comments on the potential applications, as described by the awardee, are given after each abstract. Individuals and organizations, including venture capital and larger industrial firms, with an interest in the research describedmore » in any of the abstracts are encouraged to contact the appropriate small business directly.« less

  13. How interdisciplinary teams can create multi-disciplinary education: the interplay between team processes and educational quality.

    PubMed

    Stalmeijer, Renee E; Gijselaers, Wim H; Wolfhagen, Ineke H A P; Harendza, Sigrid; Scherpbier, Albert J J A

    2007-11-01

    Many undergraduate medical education programmes offer integrated multi-disciplinary courses, which are generally developed by a team of teachers from different disciplines. Research has shown that multi-disciplinary teams may encounter problems, which can be detrimental to productive co-operation, which in turn may diminish educational quality. Because we expected that charting these problems might yield suggestions for addressing them, we examined the relationships between team diversity, team processes and course quality. We administered a questionnaire to participants from 21 interdisciplinary teams from 1 Dutch and 1 German medical school, both of which were reforming their curriculum. An adapted questionnaire on team learning behaviours, which had been validated in business contexts, was used to collect data on team processes, team learning behaviours and diversity within teams. We examined the relationship between the team factors and educational quality measures of the courses designed by the teams. A total of 84 teachers (60%) completed the questionnaire. Bivariate correlation analysis showed that several aspects of diversity, conflict, working climate and learning behaviour were correlated with course quality. The negative effects of the diversity measures, notably, value diversity, on other team processes and course quality and the positive association between psychological safety and team learning suggest that educational quality might be improved by enhancing the functioning of multi-disciplinary teams responsible for course development. The relationship between team processes and educational quality should be studied among larger study populations. Student ratings should also be considered in measuring educational quality.

  14. 75 FR 32230 - Solutions Capital I, L.P.; Notice Seeking Exemption Under Section 312 of the Small Business...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2010-06-07

    ... SMALL BUSINESS ADMINISTRATION [License No. 03/03-0247] Solutions Capital I, L.P.; Notice Seeking Exemption Under Section 312 of the Small Business Investment Act, Conflicts of Interest Notice is hereby given that Solutions Capital I, L.P., 1100 Wilson Blvd., Suite 3000, Arlington, VA 22209, a Federal...

  15. 48 CFR 919.502-2 - Total small business set-asides.

    Code of Federal Regulations, 2013 CFR

    2013-10-01

    ... 48 Federal Acquisition Regulations System 5 2013-10-01 2013-10-01 false Total small business set-asides. 919.502-2 Section 919.502-2 Federal Acquisition Regulations System DEPARTMENT OF ENERGY SOCIOECONOMIC PROGRAMS SMALL BUSINESS PROGRAMS Set-Asides for Small Business 919.502-2 Total small business set...

  16. 48 CFR 919.502-2 - Total small business set-asides.

    Code of Federal Regulations, 2014 CFR

    2014-10-01

    ... 48 Federal Acquisition Regulations System 5 2014-10-01 2014-10-01 false Total small business set-asides. 919.502-2 Section 919.502-2 Federal Acquisition Regulations System DEPARTMENT OF ENERGY SOCIOECONOMIC PROGRAMS SMALL BUSINESS PROGRAMS Set-Asides for Small Business 919.502-2 Total small business set...

  17. 48 CFR 919.502-2 - Total small business set-asides.

    Code of Federal Regulations, 2012 CFR

    2012-10-01

    ... 48 Federal Acquisition Regulations System 5 2012-10-01 2012-10-01 false Total small business set-asides. 919.502-2 Section 919.502-2 Federal Acquisition Regulations System DEPARTMENT OF ENERGY SOCIOECONOMIC PROGRAMS SMALL BUSINESS PROGRAMS Set-Asides for Small Business 919.502-2 Total small business set...

  18. 48 CFR 919.502-2 - Total small business set-asides.

    Code of Federal Regulations, 2011 CFR

    2011-10-01

    ... 48 Federal Acquisition Regulations System 5 2011-10-01 2011-10-01 false Total small business set-asides. 919.502-2 Section 919.502-2 Federal Acquisition Regulations System DEPARTMENT OF ENERGY SOCIOECONOMIC PROGRAMS SMALL BUSINESS PROGRAMS Set-Asides for Small Business 919.502-2 Total small business set...

  19. Examining the Impact of Collaboration Technology Training Support on Virtual Team Collaboration Effectiveness

    ERIC Educational Resources Information Center

    Wright, Sharon L.

    2013-01-01

    Businesses and governmental agencies are increasingly reliant on virtual teams composed of team members in different location. However, such virtual teams face all the interpersonal challenges inherent in working in a group, plus additional challenges that are a consequence from communicating through electronic methods. Numerous technological…

  20. Academic Learning Teams in Accelerated Adult Programs: Online and On-Campus Students' Perceptions

    ERIC Educational Resources Information Center

    Favor, Judy K.; Kulp, Amanda M.

    2015-01-01

    This article reports adult students' (N = 632) perceptions of long-functioning academic learning teams in accelerated online and on-campus business cohort groups in six constructs: attraction to team, performance expectation alignment, workload distribution, intra-team conflict, preference for teamwork, and impact on learning. Comparisons between…

  1. Design Description for Team-Based Execution of Autonomous Missions (TEAM), Spiral 1

    DTIC Science & Technology

    2008-11-18

    TEAM), Spiral 1 Doc. #: Version: 1.0 Date: November 18, 2008 Page 12 of 39 Visualization Framework (WorldWind) Hibernate / Hibernate ...Spatial hibernate -properties XML Mapping WCS WFSWMS Enterprise Service Bus (Mule) Messaging, Data Transformation, Intelligent Routing Workflow Engine...government selected solutions. Neither these nor Mule® are deliverable, but the government may opt to use them if it so chooses. jBPM, java Business

  2. Facilitating skills: the art of helping teams succeed.

    PubMed

    Schulte, T

    1999-08-01

    Empowering and guiding the team has become crucial to the long-term success of any business. Today, an important measurement for leaders is their ability to facilitate a group of people to work together as a team and successfully accomplish their task. What will separate a good leader from a great leader will be the understanding and development of his or her facilitation skills.

  3. Innovative health care delivery teams: learning to be a team player is as important as learning other specialised skills.

    PubMed

    Fitzgerald, Anneke; Davison, Graydon

    2008-01-01

    The purpose of the paper is to show that free flowing teamwork depends on at least three aspects of team life: functional diversity, social cohesion and superordinate identity. The paper takes the approach of a discussion, arguing for a strong need to understand multidisciplinary and cross-functional barriers for achieving team goals in the context of health care. These barriers include a strong medically dominated business model, historically anchored delineations between professional identities and a complex organisational environment where individuals may have conflicting goals. The paper finds that the complexity is exacerbated by the differences between and within health care teams. It illustrates the differences by presenting the case of an operating theatre team. Whilst the paper recommends some ideas for acquiring these skills, further research is needed to assess effectiveness and influence of team skills training on optimising multidisciplinary interdependence in the health care environment. The paper shows that becoming a team member requires team membership skills.

  4. The Illinois State Interdisciplinary Model for Teaching Languages for Business.

    ERIC Educational Resources Information Center

    Varner, Carson H., Jr.; Whitcomb, Richard O.

    This model combines in a team-taught course the study of business and a foreign language. The objective is to give business students a foreign language experience in a relatively brief time and also to offer them a business-oriented introduction to a culture other than their own. Students in business courses are preparing for a career in…

  5. 41 CFR 109-40.110-2 - Minority business enterprises.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 41 Public Contracts and Property Management 3 2011-01-01 2011-01-01 false Minority business enterprises. 109-40.110-2 Section 109-40.110-2 Public Contracts and Property Management Federal Property... Minority business enterprises. Minority business enterprises shall have the maximum practical opportunity...

  6. 41 CFR 109-40.110-2 - Minority business enterprises.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 41 Public Contracts and Property Management 3 2012-01-01 2012-01-01 false Minority business enterprises. 109-40.110-2 Section 109-40.110-2 Public Contracts and Property Management Federal Property... Minority business enterprises. Minority business enterprises shall have the maximum practical opportunity...

  7. 41 CFR 109-40.110-2 - Minority business enterprises.

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... 41 Public Contracts and Property Management 3 2010-07-01 2010-07-01 false Minority business enterprises. 109-40.110-2 Section 109-40.110-2 Public Contracts and Property Management Federal Property... Minority business enterprises. Minority business enterprises shall have the maximum practical opportunity...

  8. How Individual Performance Affects Variability of Peer Evaluations in Classroom Teams: A Distributive Justice Perspective

    ERIC Educational Resources Information Center

    Davison, H. Kristl; Mishra, Vipanchi; Bing, Mark N.; Frink, Dwight D.

    2014-01-01

    Business school courses often require team projects, both for pedagogical reasons as well as to prepare students for the kinds of team-based activities that are common in organizations these days. However, social loafing is a common problem in teams, and peer evaluations by team members are sometimes used in such team settings to assess…

  9. When a drip becomes a flood: Lessons learned from Target Corporation's first large-scale business disruption.

    PubMed

    Hirsch, Kimberly D; Strawser, Bryan E

    Business continuity practitioners routinely determine which teams in their companies are critical and undertake extensive and rigorous planning processes. But what happens when a business is faced with an unanticipated long-term disruption that primarily affects non-critical teams? How can a company use the essential principles of business continuity and crisis management in order to respond? This paper explores a 2013 business disruption experienced by Target Corporation at one of its headquarters locations caused by a leak in the water line for an ice machine. Challenges encountered and reviewed include supporting non-critical teams, leadership of a multi-week business disruption and how remote work technologies have changed traditional continuity alternative workspace solution planning. Lessons learned from this activation are presented with implications for business continuity and emergency management planning that are applicable to any industry.

  10. Enhancing Undergraduates' Capabilities through Team-Based Competitions: The Edward Jones Challenge

    ERIC Educational Resources Information Center

    Umble, Elisabeth J.; Umble, Michael; Artz, Kendall

    2008-01-01

    The Edward Jones Company recently initiated financial sponsorship of team-based competitions in six undergraduate business core classes at Baylor University. The challenges were chosen to take place in an introductory freshman business class, Managerial Accounting, Principles of Marketing, Corporate Finance, Operations Management, and Strategic…

  11. Business Acquisition and Implementation

    DTIC Science & Technology

    2006-01-01

    I am proposing that this technical paper be broken down into two phases. Phase one will consist of business and land acquisition. Phase two will...consist of business implementation. The business acquisition phase will document the process of forming a limited liability company (LLC) from a sole...proprietorship with the intention of real estate development and personal asset protection. I do not require a business license but I will need to

  12. Pioneering the Transdisciplinary Team Science Approach: Lessons Learned from National Cancer Institute Grantees

    PubMed Central

    Vogel, Amanda L; Stipelman, Brooke A; Hall, Kara L; Nebeling, Linda; Stokols, Daniel; Spruijt-Metz, Donna

    2014-01-01

    The National Cancer Institute has been a leader in supporting transdisciplinary (TD) team science. From 2005-2010, the NCI supported Transdisciplinary Research on Energetic and Cancer I (TREC I), a center initiative fostering the TD integration of social, behavioral, and biological sciences to examine the relationships among obesity, nutrition, physical activity and cancer. In the final year of TREC I, we conducted qualitative in-depth-interviews with 31 participating investigators and trainees to learn more about their experiences with TD team science, including challenges, facilitating factors, strategies for success, and impacts. Five main challenges emerged: (1) limited published guidance for how to engage in TD team science, when TREC I was implemented; (2) conceptual and scientific challenges inherent to efforts to achieve TD integration; (3) discipline-based differences in values, terminology, methods, and work styles; (4) project management challenges involved in TD team science; and (5) traditional incentive and reward systems that do not recognize or reward TD team science. Four main facilitating factors and strategies for success emerged: (1) beneficial attitudes and beliefs about TD research and team science; (2) effective team processes; (3) brokering and bridge-building activities by individuals holding particular roles in a research center; and (4) funding initiative characteristics that support TD team science. Broad impacts of participating in TD team science in the context of TREC I included: (1) new positive attitudes about TD research and team science; (2) new boundary-crossing collaborations; (3) scientific advances related to research approaches, findings, and dissemination; (4) institutional culture change and resource creation in support of TD team science; and (5) career advancement. Funding agencies, academic institutions, and scholarly journals can help to foster TD team science through funding opportunities, institutional policies on

  13. 48 CFR 19.202-2 - Locating small business sources.

    Code of Federal Regulations, 2010 CFR

    2010-10-01

    ... 48 Federal Acquisition Regulations System 1 2010-10-01 2010-10-01 false Locating small business... SOCIOECONOMIC PROGRAMS SMALL BUSINESS PROGRAMS Policies 19.202-2 Locating small business sources. The contracting officer must, to the extent practicable, encourage maximum participation by small business...

  14. 48 CFR 19.202-2 - Locating small business sources.

    Code of Federal Regulations, 2012 CFR

    2012-10-01

    ... 48 Federal Acquisition Regulations System 1 2012-10-01 2012-10-01 false Locating small business... SOCIOECONOMIC PROGRAMS SMALL BUSINESS PROGRAMS Policies 19.202-2 Locating small business sources. The contracting officer must, to the extent practicable, encourage maximum participation by small business...

  15. 48 CFR 19.202-2 - Locating small business sources.

    Code of Federal Regulations, 2011 CFR

    2011-10-01

    ... 48 Federal Acquisition Regulations System 1 2011-10-01 2011-10-01 false Locating small business... SOCIOECONOMIC PROGRAMS SMALL BUSINESS PROGRAMS Policies 19.202-2 Locating small business sources. The contracting officer must, to the extent practicable, encourage maximum participation by small business...

  16. 48 CFR 19.202-2 - Locating small business sources.

    Code of Federal Regulations, 2014 CFR

    2014-10-01

    ... 48 Federal Acquisition Regulations System 1 2014-10-01 2014-10-01 false Locating small business... SOCIOECONOMIC PROGRAMS SMALL BUSINESS PROGRAMS Policies 19.202-2 Locating small business sources. The contracting officer must, to the extent practicable, encourage maximum participation by small business...

  17. 48 CFR 19.202-2 - Locating small business sources.

    Code of Federal Regulations, 2013 CFR

    2013-10-01

    ... 48 Federal Acquisition Regulations System 1 2013-10-01 2013-10-01 false Locating small business... SOCIOECONOMIC PROGRAMS SMALL BUSINESS PROGRAMS Policies 19.202-2 Locating small business sources. The contracting officer must, to the extent practicable, encourage maximum participation by small business...

  18. STS-106 Orbit 2 Flight Team

    NASA Image and Video Library

    2000-09-14

    JSC2000-06244 (September 2000)--- Flight director Jeff Hanley, front center, and the fifty-odd flight controllers making up the ISS Orbit 2 Team pose for their group portrait in the ISS Flight Control Room of Houston's Mission Control Center.

  19. 48 CFR 319.202-2 - Locating small business sources.

    Code of Federal Regulations, 2010 CFR

    2010-10-01

    ... 48 Federal Acquisition Regulations System 4 2010-10-01 2010-10-01 false Locating small business... SOCIOECONOMIC PROGRAMS SMALL BUSINESS PROGRAMS Policies 319.202-2 Locating small business sources. (a) OPDIVs shall foster, to the extent practicable, maximum participation by small businesses in HHS acquisitions...

  20. 48 CFR 319.202-2 - Locating small business sources.

    Code of Federal Regulations, 2013 CFR

    2013-10-01

    ... 48 Federal Acquisition Regulations System 4 2013-10-01 2013-10-01 false Locating small business... SOCIOECONOMIC PROGRAMS SMALL BUSINESS PROGRAMS Policies 319.202-2 Locating small business sources. (a) OPDIVs shall foster, to the extent practicable, maximum participation by small businesses in HHS acquisitions...

  1. 48 CFR 319.202-2 - Locating small business sources.

    Code of Federal Regulations, 2011 CFR

    2011-10-01

    ... 48 Federal Acquisition Regulations System 4 2011-10-01 2011-10-01 false Locating small business... SOCIOECONOMIC PROGRAMS SMALL BUSINESS PROGRAMS Policies 319.202-2 Locating small business sources. (a) OPDIVs shall foster, to the extent practicable, maximum participation by small businesses in HHS acquisitions...

  2. 48 CFR 2919.202-2 - Locating small business sources.

    Code of Federal Regulations, 2014 CFR

    2014-10-01

    ... 48 Federal Acquisition Regulations System 7 2014-10-01 2014-10-01 false Locating small business... SOCIOECONOMIC PROGRAMS SMALL BUSINESS AND SMALL DISADVANTAGED BUSINESS CONCERNS Policies 2919.202-2 Locating small business sources. Any procurement conducted on an unrestricted basis will include solicitations to...

  3. 48 CFR 319.202-2 - Locating small business sources.

    Code of Federal Regulations, 2012 CFR

    2012-10-01

    ... 48 Federal Acquisition Regulations System 4 2012-10-01 2012-10-01 false Locating small business... SOCIOECONOMIC PROGRAMS SMALL BUSINESS PROGRAMS Policies 319.202-2 Locating small business sources. (a) OPDIVs shall foster, to the extent practicable, maximum participation by small businesses in HHS acquisitions...

  4. 48 CFR 2919.202-2 - Locating small business sources.

    Code of Federal Regulations, 2013 CFR

    2013-10-01

    ... 48 Federal Acquisition Regulations System 7 2013-10-01 2012-10-01 true Locating small business... SOCIOECONOMIC PROGRAMS SMALL BUSINESS AND SMALL DISADVANTAGED BUSINESS CONCERNS Policies 2919.202-2 Locating small business sources. Any procurement conducted on an unrestricted basis will include solicitations to...

  5. 48 CFR 319.202-2 - Locating small business sources.

    Code of Federal Regulations, 2014 CFR

    2014-10-01

    ... 48 Federal Acquisition Regulations System 4 2014-10-01 2014-10-01 false Locating small business... SOCIOECONOMIC PROGRAMS SMALL BUSINESS PROGRAMS Policies 319.202-2 Locating small business sources. (a) OPDIVs shall foster, to the extent practicable, maximum participation by small businesses in HHS acquisitions...

  6. 48 CFR 2919.202-2 - Locating small business sources.

    Code of Federal Regulations, 2010 CFR

    2010-10-01

    ... 48 Federal Acquisition Regulations System 7 2010-10-01 2010-10-01 false Locating small business... SOCIOECONOMIC PROGRAMS SMALL BUSINESS AND SMALL DISADVANTAGED BUSINESS CONCERNS Policies 2919.202-2 Locating small business sources. Any procurement conducted on an unrestricted basis will include solicitations to...

  7. 48 CFR 2919.202-2 - Locating small business sources.

    Code of Federal Regulations, 2011 CFR

    2011-10-01

    ... 48 Federal Acquisition Regulations System 7 2011-10-01 2011-10-01 false Locating small business... SOCIOECONOMIC PROGRAMS SMALL BUSINESS AND SMALL DISADVANTAGED BUSINESS CONCERNS Policies 2919.202-2 Locating small business sources. Any procurement conducted on an unrestricted basis will include solicitations to...

  8. 48 CFR 2919.202-2 - Locating small business sources.

    Code of Federal Regulations, 2012 CFR

    2012-10-01

    ... 48 Federal Acquisition Regulations System 7 2012-10-01 2012-10-01 false Locating small business... SOCIOECONOMIC PROGRAMS SMALL BUSINESS AND SMALL DISADVANTAGED BUSINESS CONCERNS Policies 2919.202-2 Locating small business sources. Any procurement conducted on an unrestricted basis will include solicitations to...

  9. Everything I know about business I learned from monopoly.

    PubMed

    Orbanes, Phil

    2002-03-01

    How do game designers approach their work? Perhaps in the same way that managers should. Here, the author, an expert in board-game design and the world's foremost authority on Monopoly, translates six tenets of game design into management principles. Three tenets focus on giving players the right level of structure. First, design simple and unambiguous rules: That also holds true in business; people engage most when responsibilities, objectives, and evaluation criteria are clear. Second, avoid frustrating the casual player. Just as not every game player aspires to be a grand master, not every employee wants to think like an executive. Third, establish a rhythm so that players know intuitively whether they are at the beginning, middle, or end of the game. Managers can also engineer such shifts of momentum and motivation for workers. Three more principles focus on providing entertainment. The most important is to tune into what's happening off the board. For many people, the real joy of a great game--or a great job--comes from the larger social experience surrounding it. Another key is to offer chances to come from behind. Even struggling employees want to believe, "The odds may be stacked against me, but just one great stroke and I'm right back in it." Finally, managers, like game designers, should provide outlets for latent talents. Games themselves can be useful in the workplace. For instance, an afternoon of game playing builds relationships and increases an organization's social capital. And simulation games can sharpen employees' business judgment. Managers may come to appreciate that games succeed depending on how well designed they are--and that many design challenges have their equivalents in the art of management.

  10. Small Business Innovation Research GRC Phase I, Phase II, and Post-Phase II Opportunity Assessment for 2015

    NASA Technical Reports Server (NTRS)

    Nguyen, Hung D.; Steele, Gynelle C.

    2016-01-01

    This report outlines the 2015 Small Business Innovation Research/Small Business Technology Transfer (SBIR/STTR) Phase I, Phase II, and Post-Phase II opportunity contract award results associated with NASA's Aeronautics Research Mission Directorate (ARMD), Human Exploration and Operations Mission Directorate (HEOMD), Science Mission Directorate (SMD), and Space Technology Mission Directorate (STMD) for NASA Glenn Research Center. The report also highlights the number of Phase I, Phase II, and Post-Phase II contracts awarded by mission directorate. The 2015 Phase I contract awards to companies in Ohio and their corresponding technologies are also discussed.

  11. 29 CFR 1471.310 - What must I do if a Federal agency excludes a person with whom I am already doing business in a...

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... transactions (other than no-cost time extensions) with any excluded person, unless the Federal Mediation and... whom I am already doing business in a covered transaction? 1471.310 Section 1471.310 Labor Regulations... SUSPENSION (NONPROCUREMENT) Responsibilities of Participants Regarding Transactions Doing Business with Other...

  12. Team care of type 2 diabetes mellitus in Taiwan.

    PubMed

    Wang, Chih-Yuan; Yu, Neng-Chun; Sheu, Wayne Huey-Herng; Tsai, Shih-Tzer; Tai, Tong-Yuan

    2014-12-01

    Type 2 diabetes mellitus (T2DM) is a global health-care and national policy issue. As fluctuating glycemic control in diabetes often results in serious complications, we must encourage the diabetes educators' efforts at long-term follow-up among patients with T2DM. Therefore, certified diabetes educators (CDEs) play the most pivotal roles as life-long protectors for patients with T2DM. In the past 15 years, more than 4,000 CDEs have been trained and qualified, including health professionals such as physicians, nurses, dieticians, and pharmacists. The most important initiation of diabetes share care in Taiwan was originated in I-Lan County. Initiated to provide regional diabetes care, the name of this program is the Lan-Yang Diabetes Shared Care System. In 2006, the Taiwanese Association of Diabetes Educators (TADE) carried out a nationwide survey to evaluate the status of diabetes control in Taiwan, focusing on the "ABC" goal (A: HbA1c <7.0%, B: blood pressure <130/80 mmHg, C: LDL-cholesterol <100 mg/dl/total cholesterol <160 mg/dl). The results revealed that the percentage of patients with diabetes who fulfilled all ABC goals was only 4.1%. Five years later, in 2011, TADE compared two nationwide surveys and found total ABC attainment rates of 4.1% and 8.6%, respectively. The team-care approach to T2DM has been underway for over 20 years in Taiwan. Future interventions and treatment algorithms with team-based education should aim at preventing acute and chronic complications, which remains a long-term challenge in Taiwan. Copyright © 2014 Elsevier Ireland Ltd. All rights reserved.

  13. Imagery Integration Team

    NASA Technical Reports Server (NTRS)

    Calhoun, Tracy; Melendrez, Dave

    2014-01-01

    The Human Exploration Science Office (KX) provides leadership for NASA's Imagery Integration (Integration 2) Team, an affiliation of experts in the use of engineering-class imagery intended to monitor the performance of launch vehicles and crewed spacecraft in flight. Typical engineering imagery assessments include studying and characterizing the liftoff and ascent debris environments; launch vehicle and propulsion element performance; in-flight activities; and entry, landing, and recovery operations. Integration 2 support has been provided not only for U.S. Government spaceflight (e.g., Space Shuttle, Ares I-X) but also for commercial launch providers, such as Space Exploration Technologies Corporation (SpaceX) and Orbital Sciences Corporation, servicing the International Space Station. The NASA Integration 2 Team is composed of imagery integration specialists from JSC, the Marshall Space Flight Center (MSFC), and the Kennedy Space Center (KSC), who have access to a vast pool of experience and capabilities related to program integration, deployment and management of imagery assets, imagery data management, and photogrammetric analysis. The Integration 2 team is currently providing integration services to commercial demonstration flights, Exploration Flight Test-1 (EFT-1), and the Space Launch System (SLS)-based Exploration Missions (EM)-1 and EM-2. EM-2 will be the first attempt to fly a piloted mission with the Orion spacecraft. The Integration 2 Team provides the customer (both commercial and Government) with access to a wide array of imagery options - ground-based, airborne, seaborne, or vehicle-based - that are available through the Government and commercial vendors. The team guides the customer in assembling the appropriate complement of imagery acquisition assets at the customer's facilities, minimizing costs associated with market research and the risk of purchasing inadequate assets. The NASA Integration 2 capability simplifies the process of securing one

  14. Students' Perceptions of Long-Functioning Cooperative Teams in Accelerated Adult Degree Programs

    ERIC Educational Resources Information Center

    Favor, Judy

    2012-01-01

    This study examined 718 adult students' perceptions of long-functioning cooperative study teams in accelerated associate's, bachelor's, and master's business degree programs. Six factors were examined: attraction toward team, alignment of performance expectations, intrateam conflict, workload sharing, preference for teamwork, and impact on…

  15. 48 CFR 19.502-2 - Total small business set-asides.

    Code of Federal Regulations, 2014 CFR

    2014-10-01

    ... 48 Federal Acquisition Regulations System 1 2014-10-01 2014-10-01 false Total small business set... SOCIOECONOMIC PROGRAMS SMALL BUSINESS PROGRAMS Set-Asides for Small Business 19.502-2 Total small business set... exclusively for small business concerns and shall be set aside for small business unless the contracting...

  16. Planning and Implementing Shared Teaching: An MBA Team-Teaching Case Study

    ERIC Educational Resources Information Center

    Helms, Marilyn M.; Alvis, John M.; Willis, Marilyn

    2005-01-01

    Team teaching is a popular trend in business education. In an attempt to integrate seemingly disparate functional disciplines, a number of business programs have combined courses. Regardless of the courses combined (marketing and finance, management and accounting, economics and strategy, or production and cost accounting), the teaching pedagogy…

  17. Leading multiple teams: average and relative external leadership influences on team empowerment and effectiveness.

    PubMed

    Luciano, Margaret M; Mathieu, John E; Ruddy, Thomas M

    2014-03-01

    External leaders continue to be an important source of influence even when teams are empowered, but it is not always clear how they do so. Extending research on structurally empowered teams, we recognize that teams' external leaders are often responsible for multiple teams. We adopt a multilevel approach to model external leader influences at both the team level and the external leader level of analysis. In doing so, we distinguish the influence of general external leader behaviors (i.e., average external leadership) from those that are directed differently toward the teams that they lead (i.e., relative external leadership). Analysis of data collected from 451 individuals, in 101 teams, reporting to 25 external leaders, revealed that both relative and average external leadership related positively to team empowerment. In turn, team empowerment related positively to team performance and member job satisfaction. However, while the indirect effects were all positive, we found that relative external leadership was not directly related to team performance, and average external leadership evidenced a significant negative direct influence. Additionally, relative external leadership exhibited a significant direct positive influence on member job satisfaction as anticipated, whereas average external leadership did not. These findings attest to the value in distinguishing external leaders' behaviors that are exhibited consistently versus differentially across empowered teams. Implications and future directions for the study and management of external leaders overseeing multiple teams are discussed.

  18. 76 FR 35263 - Founders Equity SBIC I, L.P.; Notice Seeking Exemption Under Section 312 of the Small Business...

    Federal Register 2010, 2011, 2012, 2013, 2014

    2011-06-16

    ... SMALL BUSINESS ADMINISTRATION [License No. 02/72-0625] Founders Equity SBIC I, L.P.; Notice Seeking Exemption Under Section 312 of the Small Business Investment Act, Conflicts of Interest Notice is... 107.730, Financings Which Constitute Conflicts of Interest of the Small Business Administration (``SBA...

  19. Team 393 robot scores in FIRST competition

    NASA Technical Reports Server (NTRS)

    2000-01-01

    The Bee Bots team (393) robot, named Dr. Beevil, scores by gathering balls. The team is composed of students from Morristown Jr. and Sr. high schools in Morristown, Ind., and is co-sponsored by NASA Kennedy Space Center and IPT Inc. Students from all over the country are at the KSC Visitor Complex for the FIRST (For Inspiration and Recognition of Science and Technology) Southeast Regional competition March 9-11 in the Rocket Garden. Teams of high school students are testing the limits of their imagination using robots they have designed, with the support of business and engineering professionals and corporate sponsors, to compete in a technological battle against other schools' robots. Of the 30 high school teams competing, 16 are Florida teams co-sponsored by NASA and KSC contractors. Local high schools participating are Astronaut, Bayside, Cocoa Beach, Eau Gallie, Melbourne, Melbourne Central Catholic, Palm Bay, Rockledge, Satellite, and Titusville.

  20. Case study on industrial hazmat response teams.

    PubMed

    Stephens, Shelly J

    2009-11-01

    In 1991, Amway formed an industrial hazardous materials (hazmat) team in order to respond quickly and efficiently to potential chemical spills. The company's goals were, and still are today, to protect employees, the environment and the local community, and to reduce the amount of resulting downtime. In 1991, the hazmat team was very well funded, enabling it to become a discrete department with its own management staff and nearly 100 hazmat volunteers. Due to changes in the business climate, Amway reorganised in 2000/01, and the hazmat team became part of a company that incorporated contract work into its scope. When this reorganisation occurred, the hazmat team was thoroughly re-evaluated. Its response function was maintained, but was systematically reinvented in the most lean way practicable while still meeting corporate goals. This case study represents Amway's hazmat team's journey through the evaluation process and subsequent reorganisation.

  1. 30 CFR 285.109 - When must I notify MMS of mergers, name changes, or changes of business form?

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... 30 Mineral Resources 2 2010-07-01 2010-07-01 false When must I notify MMS of mergers, name changes, or changes of business form? 285.109 Section 285.109 Mineral Resources MINERALS MANAGEMENT SERVICE, DEPARTMENT OF THE INTERIOR OFFSHORE RENEWABLE ENERGY ALTERNATE USES OF EXISTING FACILITIES ON THE OUTER...

  2. 48 CFR 5119.1070-2 - Emerging small business set-aside.

    Code of Federal Regulations, 2010 CFR

    2010-10-01

    ... 48 Federal Acquisition Regulations System 7 2010-10-01 2010-10-01 false Emerging small business... ARMY ACQUISITION REGULATIONS SMALL BUSINESS AND SMALL DISADVANTAGED BUSINESS CONCERNS Small Business Competitiveness Demonstration Program 5119.1070-2 Emerging small business set-aside. (a)(S-90) Solicitations for...

  3. 48 CFR 5119.1070-2 - Emerging small business set-aside.

    Code of Federal Regulations, 2014 CFR

    2014-10-01

    ... 48 Federal Acquisition Regulations System 7 2014-10-01 2014-10-01 false Emerging small business... ARMY ACQUISITION REGULATIONS SMALL BUSINESS AND SMALL DISADVANTAGED BUSINESS CONCERNS Small Business Competitiveness Demonstration Program 5119.1070-2 Emerging small business set-aside. (a)(S-90) Solicitations for...

  4. 48 CFR 5119.1070-2 - Emerging small business set-aside.

    Code of Federal Regulations, 2011 CFR

    2011-10-01

    ... 48 Federal Acquisition Regulations System 7 2011-10-01 2011-10-01 false Emerging small business... ARMY ACQUISITION REGULATIONS SMALL BUSINESS AND SMALL DISADVANTAGED BUSINESS CONCERNS Small Business Competitiveness Demonstration Program 5119.1070-2 Emerging small business set-aside. (a)(S-90) Solicitations for...

  5. 48 CFR 5119.1070-2 - Emerging small business set-aside.

    Code of Federal Regulations, 2012 CFR

    2012-10-01

    ... 48 Federal Acquisition Regulations System 7 2012-10-01 2012-10-01 false Emerging small business... ARMY ACQUISITION REGULATIONS SMALL BUSINESS AND SMALL DISADVANTAGED BUSINESS CONCERNS Small Business Competitiveness Demonstration Program 5119.1070-2 Emerging small business set-aside. (a)(S-90) Solicitations for...

  6. 48 CFR 5119.1070-2 - Emerging small business set-aside.

    Code of Federal Regulations, 2013 CFR

    2013-10-01

    ... 48 Federal Acquisition Regulations System 7 2013-10-01 2012-10-01 true Emerging small business set... ACQUISITION REGULATIONS SMALL BUSINESS AND SMALL DISADVANTAGED BUSINESS CONCERNS Small Business Competitiveness Demonstration Program 5119.1070-2 Emerging small business set-aside. (a)(S-90) Solicitations for...

  7. Leading the Team You Inherit.

    PubMed

    Watkins, Michael D

    2016-06-01

    Most leaders don't have the luxury of building their teams from scratch. Instead they're put in charge of an existing group, and they need guidance on the best way to take over and improve performance. Watkins, an expert on transitions, suggests a three-step approach: Assess. Act quickly to size up the personnel you've inherited, systematically gathering data from one-on-one chats, team meetings, and other sources. Reflect, too, on the business challenges you face, the kinds of people you want in various roles, and the degree to which they need to collaborate. Reshape. Adjust the makeup of the team by moving people to new positions, shifting their responsibilities, or replacing them. Make sure that everyone is aligned on goals and how to achieve them--you may need to change the team's stated direction. Consider also making changes in the way the team operates (reducing the frequency of meetings, for example, or creating new subteams). Then establish ground rules and processes to sustain desired behaviors, and revisit those periodically. Accelerate team development. Set your people up for some early wins. Initial successes will boost everyone's confidence and reinforce the value of your new operating model, thus paving the way for ongoing growth.

  8. Assessing Teamwork Skills for Assurance of Learning Using CATME Team Tools

    ERIC Educational Resources Information Center

    Loughry, Misty L.; Ohland, Matthew W.; Woehr, David J.

    2014-01-01

    Colleges of business must meet assurance of learning requirements to gain or maintain AACSB accreditation under the new standards adopted April 8, 2013. Team skills are among the most important skills desired by recruiters, yet employers and scholars perceive that team skills are frequently deficient in college graduates. This article describes…

  9. The Creative Opportunists: Conversations with the CEOs of Small Businesses.

    ERIC Educational Resources Information Center

    Bruce, James S.

    Interviews with the chief executive officers of 14 small businesses revealed the leadership challenges that they face. Some of the challenges are the following: (1) creating change; (2) building a robust organization, with a well-defined structure, an effective management team, plans for succession, established delivery systems, and people who…

  10. 5 CFR 919.445 - What action may I take if a primary tier participant knowingly does business with an excluded or...

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 5 Administrative Personnel 2 2011-01-01 2011-01-01 false What action may I take if a primary tier... § 919.445 What action may I take if a primary tier participant knowingly does business with an excluded... person, you as an agency official may refer the matter for suspension and debarment consideration. You...

  11. The Effect of Team Selection Method on the Occurrence and Nature of Conflict

    ERIC Educational Resources Information Center

    Bosco, Susan M.; Jervis, Kathryn J.; Harvey, Diane M.

    2009-01-01

    Cooperative learning, defined as students working in teams or groups to accomplish an objective, has had a long history as a method of instruction. The use of teams as an instructional mode in colleges of business and related areas has increased due to the expectation in most organizations that workers can be effective in teams and groups.…

  12. Continuous quality improvement at work: the first team--Part I.

    PubMed

    Bolt, B J; Lehany-Trese, A M; Williams, T P

    1994-01-01

    This first part of a two-part article describes the process of making the theory of continuous quality improvement a reality. The successes, the failures, and the struggles of the first team effort are outlined. The evolution of the team approach is captured from the perspectives of the quality directors, the facilitator, and the team leader. The team project discussed in this article focused on inpatient admissions and the assignment of patients to observation status.

  13. How to manage your negotiating team.

    PubMed

    Brett, Jeanne M; Friedman, Ray; Behfar, Kristin

    2009-09-01

    You are leading a negotiating team for your company. When you sit down with the other party, someone on your side of the table blurts out: "Just tell us--what do we need to do to get more of your business?" And in that moment, you know you've lost the upper hand. Gaffes like this are more common than most businesspeople would care to admit, management professors Brett, Friedman, and Behfar have found in their research. Even though team members are all technically on the same side, they often have different priorities and imagine different ideal outcomes: Business development just wants to close the deal. Finance is most concerned about costs. Legal is focused on patents and intellectual property. The authors recommend taking four steps, either singly or in tandem, to align those goals: Map out each person's priorities, work out conflicts directly with departments, employ a mediator if that doesn't work, and use data to resolve differences. Once you are all on the same page, you can take steps to make sure everyone is coordinated during the negotiations themselves. Try simulating the negotiation beforehand, assigning roles to team members that take advantage of their strengths, and establishing the signals you will use to communicate with one another during the session. The payoff from working as a cohesive group is clear. With access to greater expertise and the ability to assign members to specialized roles, teams can implement more-complex strategies than a sole negotiator could ever pull off.

  14. MRP (materiel requirements planning) II education: a team-building experience.

    PubMed

    Iemmolo, G R

    1994-05-01

    Conestoga Wood Specialties, a leader in the woodworking industry, is constantly striving for continuous improvement in manufacturing and service. Recently, the company embarked on a major MRP II education effort that served as a framework for team building. This team building concept has carried over into other aspects related to the business, such as the formalization of the sales and operations planning meeting. At Conestoga Wood, it is recognized that successful team building is necessary to achieve and maintain world-class performance.

  15. Collective autonomy and absenteeism within work teams: a team motivation approach.

    PubMed

    Rousseau, Vincent; Aubé, Caroline

    2013-01-01

    This study investigates the role of collective autonomy in regard to team absenteeism by considering team potency as a motivational mediator and task routineness as a moderator. The sample consists of 90 work teams (327 members and 90 immediate superiors) drawn from a public safety organization. Results of structural equation modeling indicate that the relationships between collective autonomy and two indicators of team absenteeism (i.e., absence frequency and time lost) are mediated by team potency. Specifically, collective autonomy is positively related to team potency which in turn is negatively related to team absenteeism. Furthermore, results of hierarchical regression analyses show that task routineness moderates the relationships between collective autonomy and the two indicators of team absenteeism such that these relationships are stronger when the level of task routineness is low. On the whole, this study points out that collective autonomy may exercise a motivational effect on attendance at work within teams, but this effect is contingent on task routineness.

  16. Defense Business Board

    Science.gov Websites

    Assessment on the Creation of an Under Secretary of Defense for Business Management & Information OUR Defense team for 2017. View Study Best Practices for Real Property Management Best Practices for Real Property Management There is now an opportunity to modernize the management of the Department's real

  17. Business/Marketing Education. Business Analysis/Business Computer Applications.

    ERIC Educational Resources Information Center

    New York State Education Dept., Albany. Div. of Occupational Education Programs.

    This document contains 12 modules: 4 on business analysis and 8 on business computer applications. The business analysis modules are as follows: (1) the framework of business; (2) universal activities of business; (3) selected business subsystems; and (4) your place in business. Computer applications modules are on the following topics: (1)…

  18. 48 CFR 19.502-2 - Total small business set-asides.

    Code of Federal Regulations, 2012 CFR

    2012-10-01

    ... 48 Federal Acquisition Regulations System 1 2012-10-01 2012-10-01 false Total small business set... SOCIOECONOMIC PROGRAMS SMALL BUSINESS PROGRAMS Set-Asides for Small Business 19.502-2 Total small business set... contracting officer does not proceed with the small business set-aside and purchases on an unrestricted basis...

  19. 48 CFR 19.502-2 - Total small business set-asides.

    Code of Federal Regulations, 2011 CFR

    2011-10-01

    ... 48 Federal Acquisition Regulations System 1 2011-10-01 2011-10-01 false Total small business set... SOCIOECONOMIC PROGRAMS SMALL BUSINESS PROGRAMS Set-Asides for Small Business 19.502-2 Total small business set... contracting officer does not proceed with the small business set-aside and purchases on an unrestricted basis...

  20. 48 CFR 19.502-2 - Total small business set-asides.

    Code of Federal Regulations, 2013 CFR

    2013-10-01

    ... 48 Federal Acquisition Regulations System 1 2013-10-01 2013-10-01 false Total small business set... SOCIOECONOMIC PROGRAMS SMALL BUSINESS PROGRAMS Set-Asides for Small Business 19.502-2 Total small business set... contracting officer does not proceed with the small business set-aside and purchases on an unrestricted basis...

  1. 2 CFR 1400.332 - What methods must I use to pass requirements down to participants at lower tiers with whom I...

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 2 Grants and Agreements 1 2011-01-01 2011-01-01 false What methods must I use to pass requirements down to participants at lower tiers with whom I intend to do business? 1400.332 Section 1400.332 Grants...-tier participants to comply with subpart C of the OMB guidance in 2 CFR part 180. ...

  2. 37 CFR 2.191 - Business to be transacted in writing.

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... Trademark Cases § 2.191 Business to be transacted in writing. All business with the Office should be... 37 Patents, Trademarks, and Copyrights 1 2010-07-01 2010-07-01 false Business to be transacted in writing. 2.191 Section 2.191 Patents, Trademarks, and Copyrights UNITED STATES PATENT AND TRADEMARK OFFICE...

  3. 37 CFR 1.2 - Business to be transacted in writing.

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... Correspondence § 1.2 Business to be transacted in writing. All business with the Patent and Trademark Office... 37 Patents, Trademarks, and Copyrights 1 2010-07-01 2010-07-01 false Business to be transacted in writing. 1.2 Section 1.2 Patents, Trademarks, and Copyrights UNITED STATES PATENT AND TRADEMARK OFFICE...

  4. 48 CFR 819.502-2 - Total small business set-asides.

    Code of Federal Regulations, 2010 CFR

    2010-10-01

    ... 48 Federal Acquisition Regulations System 5 2010-10-01 2010-10-01 false Total small business set... SOCIOECONOMIC PROGRAMS SMALL BUSINESS PROGRAMS Set-Asides for Small Business 819.502-2 Total small business set-asides. (a) When a total small business set-aside is made, one of the following statements, as applicable...

  5. 48 CFR 819.502-2 - Total small business set-asides.

    Code of Federal Regulations, 2011 CFR

    2011-10-01

    ... 48 Federal Acquisition Regulations System 5 2011-10-01 2011-10-01 false Total small business set... SOCIOECONOMIC PROGRAMS SMALL BUSINESS PROGRAMS Set-Asides for Small Business 819.502-2 Total small business set-asides. (a) When a total small business set-aside is made, one of the following statements, as applicable...

  6. 48 CFR 819.502-2 - Total small business set-asides.

    Code of Federal Regulations, 2013 CFR

    2013-10-01

    ... 48 Federal Acquisition Regulations System 5 2013-10-01 2013-10-01 false Total small business set... SOCIOECONOMIC PROGRAMS SMALL BUSINESS PROGRAMS Set-Asides for Small Business 819.502-2 Total small business set-asides. (a) When a total small business set-aside is made, one of the following statements, as applicable...

  7. 48 CFR 819.502-2 - Total small business set-asides.

    Code of Federal Regulations, 2014 CFR

    2014-10-01

    ... 48 Federal Acquisition Regulations System 5 2014-10-01 2014-10-01 false Total small business set... SOCIOECONOMIC PROGRAMS SMALL BUSINESS PROGRAMS Set-Asides for Small Business 819.502-2 Total small business set-asides. (a) When a total small business set-aside is made, one of the following statements, as applicable...

  8. 48 CFR 819.502-2 - Total small business set-asides.

    Code of Federal Regulations, 2012 CFR

    2012-10-01

    ... 48 Federal Acquisition Regulations System 5 2012-10-01 2012-10-01 false Total small business set... SOCIOECONOMIC PROGRAMS SMALL BUSINESS PROGRAMS Set-Asides for Small Business 819.502-2 Total small business set-asides. (a) When a total small business set-aside is made, one of the following statements, as applicable...

  9. Team 282 prepares for the FIRST competition

    NASA Technical Reports Server (NTRS)

    2000-01-01

    The Orange Crusher team (282) works on their robot, which is named Rust Bot, during the FIRST competition. The team of students from Lake Howell, Winter Springs and Orange Christian Private high schools was co-sponsored by NASA Kennedy Space Center, Matern Professional Engineering The Foundation, Control Technologies, Lucent Technologies and Sandy Engineering. Students from all over the country are at the KSC Visitor Complex for the FIRST (For Inspiration and Recognition of Science and Technology) Southeast Regional competition March 9-11 in the Rocket Garden. Teams of high school students are testing the limits of their imagination using robots they have designed, with the support of business and engineering professionals and corporate sponsors, to compete in a technological battle against other schools' robots. Of the 30 high school teams competing, 16 are Florida teams co- sponsored by NASA and KSC contractors. Local high schools participating are Astronaut, Bayside, Cocoa Beach, Eau Gallie, Melbourne, Melbourne Central Catholic, Palm Bay, Rockledge, Satellite, and Titusville.

  10. It's Salsa Time! A Team Activity

    ERIC Educational Resources Information Center

    Crowne, Kerri Anne

    2017-01-01

    This article provides information on a team-building activity in which student teams make salsa. I usually use this exercise on the day that I form teams to provide an opportunity for teams to work on something that is not graded prior to completing the graded team assignment. The activity is built on several theories, such as social learning,…

  11. 26 CFR 1.108(i)-2 - Application of section 108(i) to partnerships and S corporations.

    Code of Federal Regulations, 2014 CFR

    2014-04-01

    ... applicable debt instrument. (2) Basis adjustments and capital account maintenance—(i) Basis adjustments. The... under this section. (ii) Capital account maintenance. For purposes of maintaining a partner's capital... productive use in a trade or business or for investment in exchange for property of like kind which is to be...

  12. 34 CFR 85.330 - What requirements must I pass down to persons at lower tiers with whom I intend to do business?

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... 34 Education 1 2010-07-01 2010-07-01 false What requirements must I pass down to persons at lower tiers with whom I intend to do business? 85.330 Section 85.330 Education Office of the Secretary, Department of Education GOVERNMENTWIDE DEBARMENT AND SUSPENSION (NONPROCUREMENT) Responsibilities of...

  13. 34 CFR 85.330 - What requirements must I pass down to persons at lower tiers with whom I intend to do business?

    Code of Federal Regulations, 2011 CFR

    2011-07-01

    ... 34 Education 1 2011-07-01 2011-07-01 false What requirements must I pass down to persons at lower tiers with whom I intend to do business? 85.330 Section 85.330 Education Office of the Secretary, Department of Education GOVERNMENTWIDE DEBARMENT AND SUSPENSION (NONPROCUREMENT) Responsibilities of...

  14. 2 CFR 1326.332 - What methods must I use to pass requirements down to participants at lower tiers with whom I...

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 2 Grants and Agreements 1 2011-01-01 2011-01-01 false What methods must I use to pass requirements down to participants at lower tiers with whom I intend to do business? 1326.332 Section 1326.332 Grants...-tier participants to comply with subpart C of the OMB guidance in 2 CFR Part 180, as supplemented by...

  15. 2 CFR 1200.332 - What methods must I use to pass requirements down to participants at lower tiers with whom I...

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 2 Grants and Agreements 1 2011-01-01 2011-01-01 false What methods must I use to pass requirements down to participants at lower tiers with whom I intend to do business? 1200.332 Section 1200.332 Grants...-tier participants to comply with subpart C of the OMB guidance in 2 CFR part 180, as supplemented by...

  16. 2 CFR 901.332 - What methods must I use to pass requirements down to participants at lower tiers with whom I...

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 2 Grants and Agreements 1 2011-01-01 2011-01-01 false What methods must I use to pass requirements down to participants at lower tiers with whom I intend to do business? 901.332 Section 901.332 Grants... lower-tier participants to comply with subpart C of the OMB guidance in 2 CFR part 180, as supplemented...

  17. Minding your Own Small Business - An Introductory Curriculum for Small Business Management. Volume I.

    ERIC Educational Resources Information Center

    Holt, Nancy; And Others

    Ten units on the basic knowledge and skills needed to manage a small business are provided in this curriculum guide designed for use with secondary and postsecondary students. Unit topics include forms of businesses, marketing, location, systems and records, promotion, pricing, human relations, financing a business, and effects of business…

  18. Business Statistics Education: Content and Software in Undergraduate Business Statistics Courses.

    ERIC Educational Resources Information Center

    Tabatabai, Manouchehr; Gamble, Ralph

    1997-01-01

    Survey responses from 204 of 500 business schools identified most often topics in business statistics I and II courses. The most popular software at both levels was Minitab. Most schools required both statistics I and II. (SK)

  19. Lifting business process diagrams to 2.5 dimensions

    NASA Astrophysics Data System (ADS)

    Effinger, Philip; Spielmann, Johannes

    2010-01-01

    In this work, we describe our visualization approach for business processes using 2.5 dimensional techniques (2.5D). The idea of 2.5D is to add the concept of layering to a two dimensional (2D) visualization. The layers are arranged in a three-dimensional display space. For the modeling of the business processes, we use the Business Process Modeling Notation (BPMN). The benefit of connecting BPMN with a 2.5D visualization is not only to obtain a more abstract view on the business process models but also to develop layering criteria that eventually increase readability of the BPMN model compared to 2D. We present a 2.5D Navigator for BPMN models that offers different perspectives for visualization. Therefore we also develop BPMN specific perspectives. The 2.5D Navigator combines the 2.5D approach with perspectives and allows free navigation in the three dimensional display space. We also demonstrate our tool and libraries used for implementation of the visualizations. The underlying general framework for 2.5D visualizations is explored and presented in a fashion that it can easily be used for different applications. Finally, an evaluation of our navigation tool demonstrates that we can achieve satisfying and aesthetic displays of diagrams stating BPMN models in 2.5D-visualizations.

  20. Health Promotion in Small Business

    PubMed Central

    McCoy, Kira; Stinson, Kaylan; Scott, Kenneth; Tenney, Liliana; Newman, Lee S.

    2015-01-01

    Objective To assess the evidence regarding the adoption and efficacy of worksite health promotion programs (WHPPs) in small businesses. Methods Peer-reviewed research articles were identified from a database search. Included articles were published before July 2013, described a study that used an experimental or quasiexperimental design and either assessed adoption of WHPPs or conducted interventions in businesses with fewer than 500 employees. A review team scored the study’s rigor using the WHO-adapted GRADEprofiler “quality of evidence” criteria. Results Of the 84 retrieved articles, 19 met study inclusion criteria. Of these, only two met criteria for high rigor. Conclusions Fewer small businesses adopt WHPPs compared with large businesses. Two high-rigor studies found that employees were healthier postintervention. Higher quality research is needed to better understand why small businesses rarely adopt wellness programs and to demonstrate the value of such programs. PMID:24905421

  1. Self and Others in Team-Based Learning: Acquiring Teamwork Skills for Business

    ERIC Educational Resources Information Center

    Betta, Michela

    2016-01-01

    Team-based learning (TBL) was applied within a third-year unit of study about ethics and management with the aim of enhancing students' teamwork skills. A survey used to collect students' opinions about their experience with TBL provided insights about how TBL helped students to develop an appreciation for teamwork and team collaboration. The team…

  2. Incorporating Reflective Practice into Team Simulation Projects for Improved Learning Outcomes

    ERIC Educational Resources Information Center

    Wills, Katherine V.; Clerkin, Thomas A.

    2009-01-01

    The use of simulation games in business courses is a popular method for providing undergraduate students with experiences similar to those they might encounter in the business world. As such, in 2003 the authors were pleased to find a classroom simulation tool that combined the decision-making and team experiences of a senior management group with…

  3. You're the Business--A Custom-Made Business Challenge for Modern Languages Students

    ERIC Educational Resources Information Center

    Penet, Jean-Christophe

    2016-01-01

    Modern Languages (ML) students often express concerns about their perceived lack of commercial awareness, worrying that this will put them at a disadvantage, compared with business graduates for instance, when applying for jobs. To try and change this perception, Newcastle University's School of Modern Languages (SML) teamed up with the Careers…

  4. Develop a Business Plan

    DTIC Science & Technology

    1993-10-01

    AD-A274 321 ,’U IflIlllME• U I I DEVELOP A BUSINESS PLAN U FINAL REPORT n A Short Term Research and Development Task Proposed Under DLA900-87-D-0017...DATEU COVERED October 1, 1.993 F inal -10/12./89 Q 6󈧢/93 4. TITLE AND SUBTIILE S. FUNDING NUMBERS "Develop a Business Plan" DLA900-87-D-0017 D00017 I...Z39-16 Z9- 107 DEVELOP A BUSINESS PLAN I EXECUTIVE SUMMARY I Funding for CAR’s activities has come from a variety of sources: federal, state, Clemson

  5. Astronaut David Brown poses with ComBBat team

    NASA Technical Reports Server (NTRS)

    2000-01-01

    Astronaut David Brown poses with members of the team known as ComBBat, representing Central Florida's Astronaut and Titusville high schools. ComBBat was teamed with Boeing at KSC and Brevard Community College. Students from all over the country are at the KSC Visitor Complex for the FIRST (For Inspiration and Recognition of Science and Technology) Southeast Regional competition being held March 9-11 in the Rocket Garden. Teams of high school students are testing the limits of their imagination using robots they have designed, with the support of business and engineering professionals and corporate sponsors, to compete in a technological battle against other schools' robots. Of the 30 high school teams competing, 16 are Florida teams co-sponsored by NASA and KSC contractors. Local high schools participating are Astronaut, Bayside, Cocoa Beach, Eau Gallie, Melbourne, Melbourne Central Catholic, Palm Bay, Rockledge, Satellite, and Titusville.

  6. Team 278 gets help from KSC machine shop

    NASA Technical Reports Server (NTRS)

    2000-01-01

    The Hero Team (278) gets some help from a Kennedy Space Center research and development machine shop in repairing their robot, named Hero. The team of Edgewater High School students was co- sponsored by NASA Kennedy Space Center and Honeywell. Students from all over the country are at the KSC Visitor Complex for the FIRST (For Inspiration and Recognition of Science and Technology) Southeast Regional competition March 9-11 in the Rocket Garden. Teams of high school students are testing the limits of their imagination using robots they have designed, with the support of business and engineering professionals and corporate sponsors, to compete in a technological battle against other schools' robots. Of the 30 high school teams competing, 16 are Florida teams co- sponsored by NASA and KSC contractors. Local high schools participating are Astronaut, Bayside, Cocoa Beach, Eau Gallie, Melbourne, Melbourne Central Catholic, Palm Bay, Rockledge, Satellite, and Titusville.

  7. Team 278 gets help from KSC machine shop

    NASA Technical Reports Server (NTRS)

    2000-01-01

    The Hero Team (278) robot, named Hero, is repaired in a Kennedy Space Center research and development machine shop. The team of Edgewater High School students was co-sponsored by NASA Kennedy Space Center and Honeywell. Students from all over the country are at the KSC Visitor Complex for the FIRST (For Inspiration and Recognition of Science and Technology) Southeast Regional competition March 9-11 in the Rocket Garden. Teams of high school students are testing the limits of their imagination using robots they have designed, with the support of business and engineering professionals and corporate sponsors, to compete in a technological battle against other schools' robots. Of the 30 high school teams competing, 16 are Florida teams co-sponsored by NASA and KSC contractors. Local high schools participating are Astronaut, Bayside, Cocoa Beach, Eau Gallie, Melbourne, Melbourne Central Catholic, Palm Bay, Rockledge, Satellite, and Titusville.

  8. 26 CFR 1.50B-2 - Electing small business corporations.

    Code of Federal Regulations, 2011 CFR

    2011-04-01

    ... 26 Internal Revenue 1 2011-04-01 2009-04-01 true Electing small business corporations. 1.50B-2... business corporations. (a) General rule—(1) In general. In the case of an electing small business... be apportioned separately. In determining who are shareholders of an electing small business...

  9. 26 CFR 1.50B-2 - Electing small business corporations.

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... 26 Internal Revenue 1 2010-04-01 2010-04-01 true Electing small business corporations. 1.50B-2... business corporations. (a) General rule—(1) In general. In the case of an electing small business... be apportioned separately. In determining who are shareholders of an electing small business...

  10. THE FLOW OF FUNDS IN SMALL BUSINESSES AND IN LARGE BUSINESSES. PART I.

    DTIC Science & Technology

    range of variations in the flow of funds in different businesses . The data have at least two possible types of use. The first is of direct concern to...funds in a given business . The study of the cement company is an example of a use of this sort. A second type of use is by research workers who may wish...causes which may lead to differences in the fund flow behavior of different companies, or (c) the effect of general economic conditions on the flow of funds in businesses .

  11. Astronaut David Brown talks to FIRST team members

    NASA Technical Reports Server (NTRS)

    2000-01-01

    Astronaut David Brown talks with FIRST team members, Baxter Bomb Squad, from Mountain Home High School, Mountain Home, Ariz., during the FIRST competition. Students from all over the country are at the KSC Visitor Complex for the FIRST (For Inspiration and Recognition of Science and Technology) Southeast Regional competition March 9-11 in the Rocket Garden. Teams of high school students are testing the limits of their imagination using robots they have designed, with the support of business and engineering professionals and corporate sponsors, to compete in a technological battle against other schools' robots. Of the 30 high school teams competing, 16 are Florida teams co-sponsored by NASA and KSC contractors. Local high schools participating are Astronaut, Bayside, Cocoa Beach, Eau Gallie, Melbourne, Melbourne Central Catholic, Palm Bay, Rockledge, Satellite, and Titusville.

  12. NBAA business aviation fact book, 2003

    DOT National Transportation Integrated Search

    2003-01-01

    Business aircraft are utilized by all types of people : and companies, from individuals who often fly rented, : single-engine, piston-powered airplanes, to sales : or management teams from the largest multinational : corporations, many of which own f...

  13. Metric Issues for Small Business.

    DTIC Science & Technology

    1981-08-01

    time, it seems that small business is meeting the problens (f ()ijutarv, metric conversion within its own resources ( manager ",a1, t, ,’bral, an...AD-AI07 861 UNITED STATES METRIC BOARD ARLINGTON VA FIG 5/3 METRIC ISSUES FOR SMALL BUSINESS . (U) UNCASIF AUG a I EHEHEi-17i i/ll/l///i//,° i MENNEN...METRIC ISSUES FOR SMALL BUSINESS EXECUTIVE SUMMARY DTIC ifELECT A This o@~ant )u enapo.I fW pu~~w Z. Ias ,!W% si~ts La-i UNITED STATES METRIC BOARD

  14. 2 CFR 1125.332 - What method must I use to pass requirements down to participants at lower tiers with whom I...

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 2 Grants and Agreements 1 2011-01-01 2011-01-01 false What method must I use to pass requirements down to participants at lower tiers with whom I intend to do business? 1125.332 Section 1125.332 Grants... with subpart C of the OMB guidance in 2 CFR part 180; and (b) Include a similar term or condition in...

  15. 16 CFR 254.2 - Deceptive trade or business names.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... 16 Commercial Practices 1 2011-01-01 2011-01-01 false Deceptive trade or business names. 254.2 Section 254.2 Commercial Practices FEDERAL TRADE COMMISSION GUIDES AND TRADE PRACTICE RULES GUIDES FOR PRIVATE VOCATIONAL AND DISTANCE EDUCATION SCHOOLS § 254.2 Deceptive trade or business names. (a) It is...

  16. 16 CFR 254.2 - Deceptive trade or business names.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... 16 Commercial Practices 1 2014-01-01 2014-01-01 false Deceptive trade or business names. 254.2 Section 254.2 Commercial Practices FEDERAL TRADE COMMISSION GUIDES AND TRADE PRACTICE RULES GUIDES FOR PRIVATE VOCATIONAL AND DISTANCE EDUCATION SCHOOLS § 254.2 Deceptive trade or business names. (a) It is...

  17. 16 CFR 254.2 - Deceptive trade or business names.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 16 Commercial Practices 1 2010-01-01 2010-01-01 false Deceptive trade or business names. 254.2 Section 254.2 Commercial Practices FEDERAL TRADE COMMISSION GUIDES AND TRADE PRACTICE RULES GUIDES FOR PRIVATE VOCATIONAL AND DISTANCE EDUCATION SCHOOLS § 254.2 Deceptive trade or business names. (a) It is...

  18. 16 CFR 254.2 - Deceptive trade or business names.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... 16 Commercial Practices 1 2013-01-01 2013-01-01 false Deceptive trade or business names. 254.2 Section 254.2 Commercial Practices FEDERAL TRADE COMMISSION GUIDES AND TRADE PRACTICE RULES GUIDES FOR PRIVATE VOCATIONAL AND DISTANCE EDUCATION SCHOOLS § 254.2 Deceptive trade or business names. (a) It is...

  19. 16 CFR 254.2 - Deceptive trade or business names.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... 16 Commercial Practices 1 2012-01-01 2012-01-01 false Deceptive trade or business names. 254.2 Section 254.2 Commercial Practices FEDERAL TRADE COMMISSION GUIDES AND TRADE PRACTICE RULES GUIDES FOR PRIVATE VOCATIONAL AND DISTANCE EDUCATION SCHOOLS § 254.2 Deceptive trade or business names. (a) It is...

  20. 12 CFR 333.2 - Change in general character of business.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 12 Banks and Banking 4 2010-01-01 2010-01-01 false Change in general character of business. 333.2... GENERAL POLICY EXTENSION OF CORPORATE POWERS Regulations § 333.2 Change in general character of business... permit any change to be made in the general character or type of business exercised by it after the...

  1. Evaluating trauma team performance in a Level I trauma center: Validation of the trauma team communication assessment (TTCA-24).

    PubMed

    DeMoor, Stephanie; Abdel-Rehim, Shady; Olmsted, Richard; Myers, John G; Parker-Raley, Jessica

    2017-07-01

    Nontechnical skills (NTS), such as team communication, are well-recognized determinants of trauma team performance and good patient care. Measuring these competencies during trauma resuscitations is essential, yet few valid and reliable tools are available. We aimed to demonstrate that the Trauma Team Communication Assessment (TTCA-24) is a valid and reliable instrument that measures communication effectiveness during activations. Two tools with adequate psychometric strength (Trauma Nontechnical Skills Scale [T-NOTECHS], Team Emergency Assessment Measure [TEAM]) were identified during a systematic review of medical literature and compared with TTCA-24. Three coders used each tool to evaluate 35 stable and 35 unstable patient activations (defined according to Advanced Trauma Life Support criteria). Interrater reliability was calculated between coders using the intraclass correlation coefficient. Spearman rank correlation coefficient was used to establish concurrent validity between TTCA-24 and the other two validated tools. Coders achieved an intraclass correlation coefficient of 0.87 for stable patient activations and 0.78 for unstable activations scoring excellent on the interrater agreement guidelines. The median score for each assessment showed good team communication for all 70 videos (TEAM, 39.8 of 54; T-NOTECHS, 17.4 of 25; and TTCA-24, 87.4 of 96). A significant correlation between TTTC-24 and T-NOTECHS was revealed (p = 0.029), but no significant correlation between TTCA-24 and TEAM (p = 0.77). Team communication was rated slightly better across all assessments for stable versus unstable patient activations, but not statistically significant. TTCA-24 correlated with T-NOTECHS, an instrument measuring nontechnical skills for trauma teams, but not TEAM, a tool that assesses communication in generic emergency settings. TTCA-24 is a reliable and valid assessment that can be a useful adjunct when evaluating interpersonal and team communication during trauma

  2. 7 CFR 3017.310 - What must I do if a Federal agency excludes a person with whom I am already doing business in a...

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... covered transactions (other than no-cost time extensions) with any excluded person, unless the Department... with whom I am already doing business in a covered transaction? 3017.310 Section 3017.310 Agriculture... Regarding Transactions § 3017.310 What must I do if a Federal agency excludes a person with whom I am...

  3. Teams begin their preparations for the FIRST competition

    NASA Technical Reports Server (NTRS)

    2000-01-01

    Team 393 from Morristown, Ind., sets up its robot on a table to prepare it for the FIRST (For Inspiration and Recognition of Science and Technology) Southeast Regional competition March 9-11 at the KSC Visitor Complex. KSC is co-sponsoring the team, The Bee Bots, from Morristown Junior and Senior High Schools. On the floor at right is team 386, known as Voltage: The South Brevard First Team. This team is made up of students from Eau Gallie, Satellite, Palm Bay, Melbourne, Bayside and Melbourne Central Catholic High Schools. They are sponsored by KSC as well as Harris Corp., Intersil Corp., Interface & Control Systems. Inc. and Rockwell Collins. Teams of high school students are testing the limits of their imagination using robots they have designed, with the support of business and engineering professionals and corporate sponsors, to compete in a technological battle against other schools' robots. Of the 30 high school teams competing at KSC, 16 are Florida teams co-sponsored by NASA and KSC contractors. Local high schools participating are Astronaut, Bayside, Cocoa Beach, Eau Gallie, Melbourne, Melbourne Central Catholic, Palm Bay, Rockledge, Satellite, and Titusville.

  4. Team Software Process (TSP) Coach Mentoring Program Guidebook Version 1.1

    DTIC Science & Technology

    2010-06-01

    All training was conducted in English only, and observations were limited to English- speaking coaches and teams. The SEI-Certified TSP Coach...programs also enable the expansion of TSP implementation to non-English- speaking teams and organizations. This expanded capacity for qualifying candidate...Improvement Could Benefit from Development Capable and Effective Role Model 1. I listen before speaking . 2. I demonstrate persuasiveness in

  5. Team Science, Justice, and the Co-Production of Knowledge.

    PubMed

    Tebes, Jacob Kraemer

    2018-06-08

    Science increasingly consists of interdisciplinary team-based research to address complex social, biomedical, public health, and global challenges through a practice known as team science. In this article, I discuss the added value of team science, including participatory team science, for generating scientific knowledge. Participatory team science involves the inclusion of public stakeholders on science teams as co-producers of knowledge. I also discuss how constructivism offers a common philosophical foundation for both community psychology and team science, and how this foundation aligns well with contemporary developments in science that emphasize the co-production of knowledge. I conclude with a discussion of how the co-production of knowledge in team science can promote justice. © Society for Community Research and Action 2018.

  6. 29 CFR 1471.325 - What happens if I do business with an excluded person in a covered transaction?

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... business with an excluded person, we may disallow costs, annul or terminate the transaction, issue a stop... covered transaction? 1471.325 Section 1471.325 Labor Regulations Relating to Labor (Continued) FEDERAL... of Participants Regarding Transactions Doing Business with Other Persons § 1471.325 What happens if I...

  7. Training English Language Pre-Service Teachers Using a Team Based Learning Approach

    ERIC Educational Resources Information Center

    Samad, Arshad Abd; Husein, Hawanum; Rashid, Juridah Md; Rahman, Sharifah Zainab Syd Abd

    2015-01-01

    Team Based Learning which focuses on enhancing positive group dynamics is a relatively popular instructional approach in several disciplines such as Health Sciences and Business but has yet to gain popularity in Education. This paper examines the use of Team Based Learning in teacher training as well as the receptiveness towards the approach as…

  8. Injuries in a Japanese Division I collegiate american football team: a 3-season prospective study.

    PubMed

    Iguchi, Junta; Yamada, Yosuke; Kimura, Misaka; Fujisawa, Yoshihiko; Hojo, Tatsuya; Kuzuhara, Kenji; Ichihashi, Noriaki

    2013-01-01

    Previous research on American football injuries in Japan has focused on incidence proportion in terms of the number of injuries divided by the number of players. This is the first study to examine injury rates over several seasons. To conduct a prospective study of injuries in a Japanese Division I collegiate American football team over the 2007 through 2009 seasons. Cohort study. Collegiate football team at Doshisha University, Kyoto, Japan. All 289 athletes who played on the collegiate Division I football team during the 2007 through 2009 seasons. A certified athletic trainer kept a daily record of all practice and game injuries. Injury rates were calculated according to season, injury type, body part, severity, and mechanism. Injuries were also analyzed according to position of player, school year, and playing experience. The game injury rate (GIR; 32.7 injuries/1000 athlete-exposures) was higher than the practice injury rate (PIR; 10.9 injuries/1000 athlete-exposures) over the 3 seasons (P < .05). The PIR was higher among Japanese players than the comparable United States collegiate football injury rates (5.8-7.0 injuries/1000 athlete-exposures). Ankle and foot injuries occurred more frequently during games, whereas thigh and gluteal injuries occurred more frequently during practices. Our data show differences between games and practices in terms of injury rates, body parts injured, and positions of players injured. The high PIR in Japan may be due to the increased contact during practices and length of practices compared with the United States. Further research involving multiple teams is recommended to validate the trends noted in this study. The expanded data set could assist in the development of safety regulations and preventive interventions for Japanese football.

  9. Injuries in a Japanese Division I Collegiate American Football Team: A 3-Season Prospective Study

    PubMed Central

    Iguchi, Junta; Yamada, Yosuke; Kimura, Misaka; Fujisawa, Yoshihiko; Hojo, Tatsuya; Kuzuhara, Kenji; Ichihashi, Noriaki

    2013-01-01

    Context: Previous research on American football injuries in Japan has focused on incidence proportion in terms of the number of injuries divided by the number of players. This is the first study to examine injury rates over several seasons. Objective: To conduct a prospective study of injuries in a Japanese Division I collegiate American football team over the 2007 through 2009 seasons. Design: Cohort study. Setting: Collegiate football team at Doshisha University, Kyoto, Japan. Patients or Other Participants: All 289 athletes who played on the collegiate Division I football team during the 2007 through 2009 seasons. Main Outcome Measure(s): A certified athletic trainer kept a daily record of all practice and game injuries. Injury rates were calculated according to season, injury type, body part, severity, and mechanism. Injuries were also analyzed according to position of player, school year, and playing experience. Results: The game injury rate (GIR; 32.7 injuries/1000 athlete-exposures) was higher than the practice injury rate (PIR; 10.9 injuries/1000 athlete-exposures) over the 3 seasons (P < .05). The PIR was higher among Japanese players than the comparable United States collegiate football injury rates (5.8–7.0 injuries/1000 athlete-exposures). Ankle and foot injuries occurred more frequently during games, whereas thigh and gluteal injuries occurred more frequently during practices. Conclusions: Our data show differences between games and practices in terms of injury rates, body parts injured, and positions of players injured. The high PIR in Japan may be due to the increased contact during practices and length of practices compared with the United States. Further research involving multiple teams is recommended to validate the trends noted in this study. The expanded data set could assist in the development of safety regulations and preventive interventions for Japanese football. PMID:23944380

  10. Business Plan for the Southwest Regional Spaceport: Executive Summary

    NASA Technical Reports Server (NTRS)

    1997-01-01

    A proposal for a commercial, full-service launch, tracking, and recovery complex for Reusable Launch Vehicles in New Mexico is presented. Vision, mission, business definition, competitive advantages, and business approach are formulated. Management plan and team structure are detailed, and anticipated market is described. Finance and marketing plans are presented. Financial analysis is performed.

  11. The Business Writing Agenda, Part I: Collaboration between Business and the Undergraduate Student.

    ERIC Educational Resources Information Center

    Schmitigal, Linda

    Twenty-two students in a business communications course engaged in a collaborative project with several Sault Ste. Marie, Michigan, business enterprises. After the students had acquired introductory skills that would enable them to perform effectively, they were divided into six groups and began working with representatives from local businesses…

  12. 22 CFR 1508.325 - What happens if I do business with an excluded person in a covered transaction?

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... person, we may disallow costs, annul or terminate the transaction, issue a stop work order, debar or... person in a covered transaction? 1508.325 Section 1508.325 Foreign Relations AFRICAN DEVELOPMENT... Regarding Transactions Doing Business with Other Persons § 1508.325 What happens if I do business with an...

  13. 41 CFR 105-68.330 - What requirements must I pass down to persons at lower tiers with whom I intend to do business?

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... 41 Public Contracts and Property Management 3 2010-07-01 2010-07-01 false What requirements must I pass down to persons at lower tiers with whom I intend to do business? 105-68.330 Section 105-68.330 Public Contracts and Property Management Federal Property Management Regulations System (Continued...

  14. Distant yet Near: Promoting Interdisciplinary Learning in Significantly Diverse Teams through Socially Responsible Projects

    ERIC Educational Resources Information Center

    Adya, Monica; Temple, Bryan K.; Hepburn, Donald M.

    2015-01-01

    With global specialization of work units within organizations, interdisciplinary work practices comprised of collaborative efforts between technical and business teams are increasingly common in today's workplace. While higher education has responded by creating opportunities for remote teams to learn from collaborative work, occasions for…

  15. 2 CFR 801.332 - What methods must I use to pass requirements down to participants at lower tiers with whom I...

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 2 Grants and Agreements 1 2010-01-01 2010-01-01 false What methods must I use to pass requirements down to participants at lower tiers with whom I intend to do business? 801.332 Section 801.332 Grants... NONPROCUREMENT DEBARMENT AND SUSPENSION Responsibilities of Participants Regarding Transactions § 801.332 What...

  16. Interprofessional Team Training at the Prelicensure Level: A Review of the Literature.

    PubMed

    Nelson, Sioban; White, Catriona F; Hodges, Brian D; Tassone, Maria

    2017-05-01

    The authors undertook a descriptive analysis review to gain a better understanding of the various approaches to and outcomes of team training initiatives in prelicensure curricula since 2000. In July and August 2014, the authors searched the MEDLINE, PsycINFO, Embase, Business Source Premier, and CINAHL databases to identify evaluative studies of team training programs' effects on the team knowledge, communication, and skills of prelicensure students published from 2000 to August 2014. The authors identified 2,568 articles, with 17 studies meeting the selection criteria for full text review. The most common study designs were single-group, pre/posttest studies (n = 7), followed by randomized controlled or comparison trials (n = 6). The Situation, Background, Assessment, Recommendation communication tool (n = 5); crisis resource management principles (n = 6); and high-fidelity simulation (n = 4) were the most common curriculum bases used. Over half of the studies (n = 9) performed training with students from more than one health professions program. All but three used team performance assessments, with most (n = 8) using observed behavior checklists created for that specific study. The majority of studies (n = 16) found improvements in team knowledge, communication, and skills. Team training appears effective in improving team knowledge, communication, and skills in prelicensure learners. Continued exploration of the best method of team training is necessary to determine the most effective way to move forward in prelicensure interprofessional team education.

  17. Risky Business

    NASA Technical Reports Server (NTRS)

    Yarbrough, Katherine

    2015-01-01

    studied. Helping with the strategic planning efforts in S&MA has taught me how organizations think and function as a whole. S&MA is adopting a balanced scorecard approach to strategic planning. As part of this planning method strategic themes, objectives, and initiatives are formed. I attended strategic theme team workshops that formed the strategy map for the directorate and gave shape to the plan. Also during these workshops the objectives were discussed and built. Learning the process for strategic planning has helped me better understand how organizations and businesses function, which also helps me to be a more effective employee. Other assignments I had during my internship included completing the Safety and Mission Assurance Technical Excellent Program (STEP) Level 1, as well as doing a two week rotation through the Space Exploration division in S&MA, specifically working with a thermal protection systems (TPS) engineer. While working there, I learned about the Orion capsule and the SpaceX Dragon cargo capsule. I attended meetings to prepare the engineers for the upcoming Critical Design Reviews for both capsules and reviewed test data. Learning risk management, strategic planning, and working in the Space Exploration division has taught me about many aspects of S&MA. My internship at NASA has given me new experiences and taught me numerous subjects that I would have otherwise not learned. This opportunity has expanded my educational horizons and is helping me to become a more useful engineer and employee.

  18. Enhancing Student Team Effectiveness: Application of Myers-Briggs Personality Assessment in Business Courses

    ERIC Educational Resources Information Center

    Amato, Christie H.; Amato, Louis H.

    2005-01-01

    This article examines the relationship between student perceptions of team learning experience and communication style. Student group learning perceptions were evaluated and team communication style was measured using dyads derived from Myers-Briggs personality profiles. Groups containing similar personalities were classified as compatible,…

  19. Leadership Team | Water Power | NREL

    Science.gov Websites

    leading wind energy and water power research efforts in structural analysis and simulation, computational Leadership Team Leadership Team Learn more about the expertise and technical skills of the water power research team and staff at NREL. Photo of Daniel Laird Daniel Laird Center Director I-Technical Dr

  20. 34 CFR 85.325 - What happens if I do business with an excluded person in a covered transaction?

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... person, we may disallow costs, annul or terminate the transaction, issue a stop work order, debar or... in a covered transaction? 85.325 Section 85.325 Education Office of the Secretary, Department of... Regarding Transactions Doing Business with Other Persons § 85.325 What happens if I do business with an...

  1. Building Customized University-to-Business (U2B) Partnerships

    ERIC Educational Resources Information Center

    Irvine, George; Verma, Lisa

    2013-01-01

    Continuing education (CE) units throughout the United States have successfully built University-to-Business (U2B) partnerships to provide greater value to their community partners and to increase revenue for the university. Our experience in building U2B partnerships and feedback from our partners--businesses, corporations, state agencies, and…

  2. Teaching Business Communication on the Production Line: A Case Study.

    ERIC Educational Resources Information Center

    Moore, Richard W.

    1993-01-01

    Analyzes the communication training received by over 4,000 workers as part of an effort to implement a team concept production system at a General Motors plant. Presents an overview of the team concept training. Discusses five barriers to effective training, four successful instructional methods, and implications for business communication. (RS)

  3. Building the occupational health team: keys to successful interdisciplinary collaboration.

    PubMed

    Wachs, Joy E

    2005-04-01

    Teamwork among occupational health and safety professionals, management, and employees is vital to solving today's complex problems cost-effectively. No single discipline can meet all the needs of workers and the workplace. However, teamwork can be time-consuming and difficult if attention is not given to the role of the team leader, the necessary skills of team members, and the importance of a supportive environment. Bringing team members together regularly to foster positive relationships and infuse them with the philosophy of strength in diversity is essential for teams to be sustained and work to be accomplished. By working in tandem, occupational health and safety professionals can become the model team in business and industry delivering on their promise of a safe and healthy workplace for America's work force.

  4. International School Business Management Professional Standards and Code of Ethics

    ERIC Educational Resources Information Center

    George, Patricia, Ed.

    2006-01-01

    Today, school districts cannot meet the challenges of an increasingly demanding and diverse clientele without an efficient and effective business and financial framework within which to operate. Well-prepared and dedicated school business officials, working in tandem with other members of the administrative team, can better assure that such a…

  5. Strategic Business Planning and Human Resources: Part I.

    ERIC Educational Resources Information Center

    Smith, Eddie C.

    1982-01-01

    The maturity of a business is strategically important because an organization's characteristics change as it ages. Similarly, elements of the human resource program (compensation, benefits, staff development, etc.) also change as the business matures. (SK)

  6. Contract Financing for Small Business

    DTIC Science & Technology

    1981-11-01

    problem. Small business contractors devote considerable management attention to operating capital and cash flow. Small business contractors are keenly...CONTRACT FINANCING 0FOR SMALL BUSINESS November 1981 -s Paul R. McClenon Prepared pursuant to Department of Defense Contract No. MDA903-81-C-0166...34 i 12 17046 DistIbufios Unlimted !I CONTRACT FINANCING FOR SMALL BUSINESS EXECUTIVE SUMMHARY To perform effectively on a contract, a firm needs

  7. Resistance is Futile: STScI's Science Planning and Scheduling Team Switches From VMS to Unix Operations

    NASA Astrophysics Data System (ADS)

    Adler, D. S.

    2000-12-01

    The Science Planning and Scheduling Team (SPST) of the Space Telescope Science Institute (STScI) has historically operated exclusively under VMS. Due to diminished support for VMS-based platforms at STScI, SPST is in the process of transitioning to Unix operations. In the summer of 1999, SPST selected Python as the primary scripting language for the operational tools and began translation of the VMS DCL code. As of October 2000, SPST has installed a utility library of 16 modules consisting of 8000 lines of code and 80 Python tools consisting of 13000 lines of code. All tasks related to calendar generation have been switched to Unix operations. Current work focuses on translating the tools used to generate the Science Mission Specifications (SMS). The software required to generate the Mission Schedule and Command Loads (PASS), maintained by another team at STScI, will take longer to translate than the rest of the SPST operational code. SPST is planning on creating tools to access PASS from Unix in the short term. We are on schedule to complete the work needed to fully transition SPST to Unix operations (while remotely accessing PASS on VMS) by the fall of 2001.

  8. 21 CFR 1404.325 - What happens if I do business with an excluded person in a covered transaction?

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... person, we may disallow costs, annul or terminate the transaction, issue a stop work order, debar or... person in a covered transaction? 1404.325 Section 1404.325 Food and Drugs OFFICE OF NATIONAL DRUG CONTROL... Regarding Transactions Doing Business with Other Persons § 1404.325 What happens if I do business with an...

  9. 26 CFR 1.108(i)-2T - Application of section 108(i) to partnerships and S corporations (temporary).

    Code of Federal Regulations, 2013 CFR

    2013-04-01

    ... to each such applicable debt instrument. (2) Basis adjustments and capital account maintenance—(i... account such deferred items under this section. (ii) Capital account maintenance. For purposes of... productive use in a trade or business or for investment in exchange for property of like kind which is to be...

  10. 26 CFR 1.108(i)-2T - Application of section 108(i) to partnerships and S corporations (temporary).

    Code of Federal Regulations, 2011 CFR

    2011-04-01

    ... to each such applicable debt instrument. (2) Basis adjustments and capital account maintenance—(i... account such deferred items under this section. (ii) Capital account maintenance. For purposes of... productive use in a trade or business or for investment in exchange for property of like kind which is to be...

  11. 26 CFR 1.108(i)-2T - Application of section 108(i) to partnerships and S corporations (temporary).

    Code of Federal Regulations, 2012 CFR

    2012-04-01

    ... to each such applicable debt instrument. (2) Basis adjustments and capital account maintenance—(i... account such deferred items under this section. (ii) Capital account maintenance. For purposes of... productive use in a trade or business or for investment in exchange for property of like kind which is to be...

  12. Proactive Encouragement of Interdisciplinary Research Teams in a Business School Environment: Strategy and Results

    ERIC Educational Resources Information Center

    Adams, Susan M.; Carter, Nathan C.; Hadlock, Charles R.; Haughton, Dominique M.; Sirbu, George

    2008-01-01

    This case study describes efforts to promote collaborative research across traditional boundaries in a business-oriented university as part of an institutional transformation. We model this activity within the framework of social network analysis and use quantitative tools from that field to characterize resulting impacts. (Contains 4 tables and 2…

  13. Management strategies to effect change in intensive care units: lessons from the world of business. Part I. Targeting quality improvement initiatives.

    PubMed

    Gershengorn, Hayley B; Kocher, Robert; Factor, Phillip

    2014-02-01

    The business community has developed strategies to ensure the quality of the goods or services they produce and to improve the management of multidisciplinary work teams. With modification, many of these techniques can be imported into intensive care units (ICUs) to improve clinical operations and patient safety. In Part I of a three-part ATS Seminar series, we argue for adopting business management strategies in ICUs and set forth strategies for targeting selected quality improvement initiatives. These tools are relevant to health care today as focus is placed on limiting low-value care and measuring, reporting, and improving quality. In the ICU, the complexity of illness and the need to standardize processes make these tools even more appealing. Herein, we highlight four techniques to help prioritize initiatives. First, the "80/20 rule" mandates focus on the few (20%) interventions likely to drive the majority (80%) of improvement. Second, benchmarking--a process of comparison with peer units or institutions--is essential to identifying areas of strength and weakness. Third, root cause analyses, in which structured retrospective reviews of negative events are performed, can be used to identify and fix systems errors. Finally, failure mode and effects analysis--a process aimed at prospectively identifying potential sources of error--allows for systems fixes to be instituted in advance to prevent negative outcomes. These techniques originated in fields other than health care, yet adoption has and can help ICU managers prioritize issues for quality improvement.

  14. Consequences of team charter quality: Teamwork mental model similarity and team viability in engineering design student teams

    NASA Astrophysics Data System (ADS)

    Conway Hughston, Veronica

    Since 1996 ABET has mandated that undergraduate engineering degree granting institutions focus on learning outcomes such as professional skills (i.e. solving unstructured problems and working in teams). As a result, engineering curricula were restructured to include team based learning---including team charters. Team charters were diffused into engineering education as one of many instructional activities to meet the ABET accreditation mandates. However, the implementation and execution of team charters into engineering team based classes has been inconsistent and accepted without empirical evidence of the consequences. The purpose of the current study was to investigate team effectiveness, operationalized as team viability, as an outcome of team charter implementation in an undergraduate engineering team based design course. Two research questions were the focus of the study: a) What is the relationship between team charter quality and viability in engineering student teams, and b) What is the relationship among team charter quality, teamwork mental model similarity, and viability in engineering student teams? Thirty-eight intact teams, 23 treatment and 15 comparison, participated in the investigation. Treatment teams attended a team charter lecture, and completed a team charter homework assignment. Each team charter was assessed and assigned a quality score. Comparison teams did not join the lecture, and were not asked to create a team charter. All teams completed each data collection phase: a) similarity rating pretest; b) similarity posttest; and c) team viability survey. Findings indicate that team viability was higher in teams that attended the lecture and completed the charter assignment. Teams with higher quality team charter scores reported higher levels of team viability than teams with lower quality charter scores. Lastly, no evidence was found to support teamwork mental model similarity as a partial mediator of the team charter quality on team viability

  15. 26 CFR 301.7701-2T - Business entities; definitions (temporary).

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... 26 Internal Revenue 18 2010-04-01 2010-04-01 false Business entities; definitions (temporary). 301... (CONTINUED) PROCEDURE AND ADMINISTRATION PROCEDURE AND ADMINISTRATION Definitions § 301.7701-2T Business entities; definitions (temporary). (a) through (c)(2)(ii) [Reserved] For further guidance, see § 301.7701-2...

  16. Small Business Management. Instructor's Manual. Volume I. Third Edition.

    ERIC Educational Resources Information Center

    Jeanneau, Joseph A.; And Others

    The instructor's manual is one of four prepared as a guide in conducting a small Business Management course for American Indians to prepare them for jobs as owners/managers of their own businesses and for management positions with business owned by bonds, cooperatives, and others. The manual contains lesson plans, suggested methodologies, and…

  17. Risky Business I. Entering Capital Markets for the First Time. Panel I.

    ERIC Educational Resources Information Center

    Appalachia, 1986

    1986-01-01

    Five panelists discuss how small businesses can acquire seed capital by considering venture; capital's role in the financing of business start-ups, using local banks as sources of advice and community support as well as funds for new entrepreneurs in rural areas, and investigating states' roles in supporting new ventures. (NEC)

  18. The crossover of psychological distress from leaders to subordinates in teams: The role of abusive supervision, psychological capital, and team performance.

    PubMed

    Li, Yuhui; Wang, Zhen; Yang, Liu-Qin; Liu, Songbo

    2016-04-01

    This study examines the underlying mechanism of the crossover process in work teams. Drawing on conservation of resources theory, we hypothesize that a leader's psychological distress positively influences subordinates' psychological distress through abusive supervision. We further hypothesize that team performance attenuates the association between a leader's psychological distress and abusive supervision. In addition, we expect that psychological capital attenuates the positive relationship between abusive supervision and subordinates' psychological distress. Participants were drawn from 86 business teams, and multisource data were collected. The hypotheses were tested with multilevel analysis. Results supported the crossover of psychological distress from leader to subordinates, and abusive supervision serves as a mediating mechanism. The positive relationship between a leader's distress and abusive supervision is stronger when team performance is lower. In addition, the positive relationship between abusive supervision and subordinates' psychological distress is stronger when subordinates' psychological capital is lower. (c) 2016 APA, all rights reserved).

  19. Who Knew? Hospice Is a Business. What that Means for All of Us.

    PubMed

    Rahman, Anna N

    2017-02-01

    A seasoned gerontologist whose work has explored end-of-life care, I thought I knew what I was getting into when I undertook care for my brother Jim. In April 2014, Jim, whose health was then declining rapidly due to liver cancer, moved from his apartment in Minneapolis to my house in Santa Monica. Jim had come for a liver transplant evaluation at the University of California, Los Angeles (UCLA). When the UCLA team declined to list him-his cancer was just too widespread-Jim elected to stay with my family and me, enrolling in hospice. I did my homework when shopping for a hospice provider. Colleagues in the field gave me referrals. I googled their recommendations and read the reviews. I interviewed admissions counselors. When Jim signed the admission papers, I was confident that we were in good hands with the agency we selected. For the most part, we were. Hospice is widely considered an effective program. Studies show that it prevents pain and suffering among dying patients and increases satisfaction with care. Although other health care programs are regularly pilloried in the press, hospice programs are often lauded. Indeed, they sometimes appear so mission driven that one might mistake them for charities. They are not. Whether for-profit or not-for-profit enterprises, they are businesses-and concerned about their bottom line. Through Jim's story and mine, this article highlights the implications of this business orientation for patients and providers. Methods for evaluating hospice programs nationally are critiqued. Finally, recommendations for improving the business of hospice care are offered. © The Author 2016. Published by Oxford University Press on behalf of The Gerontological Society of America. All rights reserved. For permissions, please e-mail: journals.permissions@oup.com.

  20. 12 CFR 980.2 - Limitation on Bank authority to undertake new business activities.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... business activities. 980.2 Section 980.2 Banks and Banking FEDERAL HOUSING FINANCE BOARD NEW FEDERAL HOME LOAN BANK ACTIVITIES NEW BUSINESS ACTIVITIES § 980.2 Limitation on Bank authority to undertake new business activities. No Bank shall undertake any new business activity except in accordance with the...

  1. 12 CFR 980.2 - Limitation on Bank authority to undertake new business activities.

    Code of Federal Regulations, 2011 CFR

    2011-01-01

    ... business activities. 980.2 Section 980.2 Banks and Banking FEDERAL HOUSING FINANCE BOARD NEW FEDERAL HOME LOAN BANK ACTIVITIES NEW BUSINESS ACTIVITIES § 980.2 Limitation on Bank authority to undertake new business activities. No Bank shall undertake any new business activity except in accordance with the...

  2. 12 CFR 1272.2 - Limitation on Bank authority to undertake new business activities.

    Code of Federal Regulations, 2013 CFR

    2013-01-01

    ... business activities. 1272.2 Section 1272.2 Banks and Banking FEDERAL HOUSING FINANCE AGENCY FEDERAL HOME LOAN BANKS NEW BUSINESS ACTIVITIES § 1272.2 Limitation on Bank authority to undertake new business activities. No Bank shall undertake any new business activity except in accordance with the procedures set...

  3. 12 CFR 1272.2 - Limitation on Bank authority to undertake new business activities.

    Code of Federal Regulations, 2012 CFR

    2012-01-01

    ... business activities. 1272.2 Section 1272.2 Banks and Banking FEDERAL HOUSING FINANCE AGENCY FEDERAL HOME LOAN BANKS NEW BUSINESS ACTIVITIES § 1272.2 Limitation on Bank authority to undertake new business activities. No Bank shall undertake any new business activity except in accordance with the procedures set...

  4. 12 CFR 1272.2 - Limitation on Bank authority to undertake new business activities.

    Code of Federal Regulations, 2014 CFR

    2014-01-01

    ... business activities. 1272.2 Section 1272.2 Banks and Banking FEDERAL HOUSING FINANCE AGENCY FEDERAL HOME LOAN BANKS NEW BUSINESS ACTIVITIES § 1272.2 Limitation on Bank authority to undertake new business activities. No Bank shall undertake any new business activity except in accordance with the procedures set...

  5. Community annotation experiment for ground truth generation for the i2b2 medication challenge

    PubMed Central

    Solti, Imre; Xia, Fei; Cadag, Eithon

    2010-01-01

    Objective Within the context of the Third i2b2 Workshop on Natural Language Processing Challenges for Clinical Records, the authors (also referred to as ‘the i2b2 medication challenge team’ or ‘the i2b2 team’ for short) organized a community annotation experiment. Design For this experiment, the authors released annotation guidelines and a small set of annotated discharge summaries. They asked the participants of the Third i2b2 Workshop to annotate 10 discharge summaries per person; each discharge summary was annotated by two annotators from two different teams, and a third annotator from a third team resolved disagreements. Measurements In order to evaluate the reliability of the annotations thus produced, the authors measured community inter-annotator agreement and compared it with the inter-annotator agreement of expert annotators when both the community and the expert annotators generated ground truth based on pooled system outputs. For this purpose, the pool consisted of the three most densely populated automatic annotations of each record. The authors also compared the community inter-annotator agreement with expert inter-annotator agreement when the experts annotated raw records without using the pool. Finally, they measured the quality of the community ground truth by comparing it with the expert ground truth. Results and conclusions The authors found that the community annotators achieved comparable inter-annotator agreement to expert annotators, regardless of whether the experts annotated from the pool. Furthermore, the ground truth generated by the community obtained F-measures above 0.90 against the ground truth of the experts, indicating the value of the community as a source of high-quality ground truth even on intricate and domain-specific annotation tasks. PMID:20819855

  6. We will be champions: Leaders' confidence in 'us' inspires team members' team confidence and performance.

    PubMed

    Fransen, K; Steffens, N K; Haslam, S A; Vanbeselaere, N; Vande Broek, G; Boen, F

    2016-12-01

    The present research examines the impact of leaders' confidence in their team on the team confidence and performance of their teammates. In an experiment involving newly assembled soccer teams, we manipulated the team confidence expressed by the team leader (high vs neutral vs low) and assessed team members' responses and performance as they unfolded during a competition (i.e., in a first baseline session and a second test session). Our findings pointed to team confidence contagion such that when the leader had expressed high (rather than neutral or low) team confidence, team members perceived their team to be more efficacious and were more confident in the team's ability to win. Moreover, leaders' team confidence affected individual and team performance such that teams led by a highly confident leader performed better than those led by a less confident leader. Finally, the results supported a hypothesized mediational model in showing that the effect of leaders' confidence on team members' team confidence and performance was mediated by the leader's perceived identity leadership and members' team identification. In conclusion, the findings of this experiment suggest that leaders' team confidence can enhance members' team confidence and performance by fostering members' identification with the team. © 2015 John Wiley & Sons A/S. Published by John Wiley & Sons Ltd.

  7. 17 CFR 240.0-2 - Business hours of the Commission.

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... 17 Commodity and Securities Exchanges 3 2010-04-01 2010-04-01 false Business hours of the Commission. 240.0-2 Section 240.0-2 Commodity and Securities Exchanges SECURITIES AND EXCHANGE COMMISSION... Securities Exchange Act of 1934 Rules of General Application § 240.0-2 Business hours of the Commission. (a...

  8. Personality and community prevention teams: Dimensions of team leader and member personality predicting team functioning.

    PubMed

    Feinberg, Mark E; Kim, Ji-Yeon; Greenberg, Mark T

    2008-11-01

    The predictors and correlates of positive functioning among community prevention teams have been examined in a number of research studies; however, the role of personality has been neglected. In this study, we examined whether team member and leader personality dimensions assessed at the time of team formation predicted local prevention team functioning 2.5-3.5 years later. Participants were 159 prevention team members in 14 communities participating in the PROSPER study of prevention program dissemination. Three aspects of personality, aggregated at the team level, were examined as predictors: Openness to Experience, Conscientiousness, and Agreeableness. A series of multivariate regression analyses were performed that accounted for the interdependency of five categories of team functioning. Results showed that average team member Openness was negatively, and Conscientiousness was positively linked to team functioning. The findings have implications for decisions about the level and nature of technical assistance support provided to community prevention teams.

  9. Application of Fuzzy Analytic Hierarchy Process to Building Research Teams

    NASA Astrophysics Data System (ADS)

    Dąbrowski, Karol; Skrzypek, Katarzyna

    2016-03-01

    Building teams has a fundamental impact for execution of research and development projects. The teams appointed for the needs of given projects are based on individuals from both inside and outside of the organization. Knowledge is not only a product available on the market but also an intangible resource affecting their internal and external processes. Thus it is vitally important for businesses and scientific research facilities to effectively manage knowledge within project teams. The article presents a proposal to use Fuzzy AHP (Analytic Hierarchy Process) and ANFIS (Adaptive Neuro Fuzzy Inference System) methods in working groups building for R&D projects on the basis of employees skills.

  10. Business Intelligence: Magnum B.I.

    ERIC Educational Resources Information Center

    Briggs, Linda L.

    2007-01-01

    Business intelligence (BI) tools offer schools the ability to look beyond a routine statistic, such as what percentage of students have passed a given test. Through data analysis, schools can view specific scores for a select group of students, for example, and compare that data to other groups, classes, or teachers. That is the kind of…

  11. Transnational organizational considerations for sociocultural differences in ethics and virtual team functioning in laboratory animal science.

    PubMed

    Pritt, Stacy L; Mackta, Jayne

    2010-05-01

    Business models for transnational organizations include linking different geographies through common codes of conduct, policies, and virtual teams. Global companies with laboratory animal science activities (whether outsourced or performed inhouse) often see the need for these business activities in relation to animal-based research and benefit from them. Global biomedical research organizations can learn how to better foster worldwide cooperation and teamwork by understanding and working with sociocultural differences in ethics and by knowing how to facilitate appropriate virtual team actions. Associated practices include implementing codes and policies transcend cultural, ethnic, or other boundaries and equipping virtual teams with the needed technology, support, and rewards to ensure timely and productive work that ultimately promotes good science and patient safety in drug development.

  12. 31 CFR 19.310 - What must I do if a Federal agency excludes a person with whom I am already doing business in a...

    Code of Federal Regulations, 2011 CFR

    2011-07-01

    ... 31 Money and Finance: Treasury 1 2011-07-01 2011-07-01 false What must I do if a Federal agency excludes a person with whom I am already doing business in a covered transaction? 19.310 Section 19.310 Money and Finance: Treasury Office of the Secretary of the Treasury GOVERNMENTWIDE DEBARMENT AND...

  13. 31 CFR 19.310 - What must I do if a Federal agency excludes a person with whom I am already doing business in a...

    Code of Federal Regulations, 2014 CFR

    2014-07-01

    ... 31 Money and Finance: Treasury 1 2014-07-01 2014-07-01 false What must I do if a Federal agency excludes a person with whom I am already doing business in a covered transaction? 19.310 Section 19.310 Money and Finance: Treasury Office of the Secretary of the Treasury GOVERNMENTWIDE DEBARMENT AND...

  14. 31 CFR 19.310 - What must I do if a Federal agency excludes a person with whom I am already doing business in a...

    Code of Federal Regulations, 2013 CFR

    2013-07-01

    ... 31 Money and Finance: Treasury 1 2013-07-01 2013-07-01 false What must I do if a Federal agency excludes a person with whom I am already doing business in a covered transaction? 19.310 Section 19.310 Money and Finance: Treasury Office of the Secretary of the Treasury GOVERNMENTWIDE DEBARMENT AND...

  15. 31 CFR 19.310 - What must I do if a Federal agency excludes a person with whom I am already doing business in a...

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... 31 Money and Finance: Treasury 1 2010-07-01 2010-07-01 false What must I do if a Federal agency excludes a person with whom I am already doing business in a covered transaction? 19.310 Section 19.310 Money and Finance: Treasury Office of the Secretary of the Treasury GOVERNMENTWIDE DEBARMENT AND...

  16. 31 CFR 19.310 - What must I do if a Federal agency excludes a person with whom I am already doing business in a...

    Code of Federal Regulations, 2012 CFR

    2012-07-01

    ... 31 Money and Finance: Treasury 1 2012-07-01 2012-07-01 false What must I do if a Federal agency excludes a person with whom I am already doing business in a covered transaction? 19.310 Section 19.310 Money and Finance: Treasury Office of the Secretary of the Treasury GOVERNMENTWIDE DEBARMENT AND...

  17. Ohio Department of Transportation : 2010-2011 Business Plan

    DOT National Transportation Integrated Search

    2009-12-01

    Together, Team ODOT and its public and private partners are building a safer, multi-modal transportation system, contributing to job growth and business opportunity, revitalizing our cities and towns, offering green transportation options for busines...

  18. 26 CFR 1.50B-2 - Electing small business corporations.

    Code of Federal Regulations, 2012 CFR

    2012-04-01

    ... 26 Internal Revenue 1 2012-04-01 2012-04-01 false Electing small business corporations. 1.50B-2... business corporations. (a) General rule—(1) In general. In the case of an electing small business corporation (as defined in section 1371 (b)), WIN expenses (as defined in paragraph (a) of § 1.50B-1) shall be...

  19. 26 CFR 1.50B-2 - Electing small business corporations.

    Code of Federal Regulations, 2014 CFR

    2014-04-01

    ... 26 Internal Revenue 1 2014-04-01 2013-04-01 true Electing small business corporations. 1.50B-2... business corporations. (a) General rule—(1) In general. In the case of an electing small business corporation (as defined in section 1371 (b)), WIN expenses (as defined in paragraph (a) of § 1.50B-1) shall be...

  20. 26 CFR 1.50B-2 - Electing small business corporations.

    Code of Federal Regulations, 2013 CFR

    2013-04-01

    ... 26 Internal Revenue 1 2013-04-01 2013-04-01 false Electing small business corporations. 1.50B-2... business corporations. (a) General rule—(1) In general. In the case of an electing small business corporation (as defined in section 1371 (b)), WIN expenses (as defined in paragraph (a) of § 1.50B-1) shall be...

  1. The power of "we": effects of psychological collectivism on team performance over time.

    PubMed

    Dierdorff, Erich C; Bell, Suzanne T; Belohlav, James A

    2011-03-01

    We examined the influences of different facets of psychological collectivism (Preference, Reliance, Concern, Norm Acceptance, and Goal Priority) on team functioning at 3 different performance depictions: initial team performance, end-state team performance, and team performance change over time. We also tested the extent to which team-member exchange moderated the relationships between facets of psychological collectivism and performance change over time. Results from multilevel growth modeling of 66 teams (N = 264) engaged in a business simulation revealed differential effects across facets of psychological collectivism and across different performance measurements. Whereas facets concerned with affiliation (Preference and Concern) were positively related to initial team performance, reliance was negatively related to initial team performance. Goal Priority was a strong predictor of end-state performance. Team-member exchange moderated the relationship between performance change and 3 of the 5 facets of psychological collectivism (Preference, Reliance, Norm Acceptance). Implications for team composition and team training are discussed. PsycINFO Database Record (c) 2011 APA, all rights reserved.

  2. Modeling reciprocal team cohesion-performance relationships, as impacted by shared leadership and members' competence.

    PubMed

    Mathieu, John E; Kukenberger, Michael R; D'Innocenzo, Lauren; Reilly, Greg

    2015-05-01

    Despite the lengthy history of team cohesion-performance research, little is known about their reciprocal relationships over time. Using meta-analysis, we synthesize findings from 17 CLP design studies, and analyze their results using SEM. Results support that team cohesion and performance are related reciprocally with each other over time. We then used longitudinal data from 205 members of 57 student teams who competed in a complex business simulation over 10 weeks, to test: (a) whether team cohesion and performance were related reciprocally over multiple time periods, (b) the relative magnitude of those relationships, and (c) whether they were stable over time. We also considered the influence of team members' academic competence and degree of shared leadership on these dynamics. As anticipated, cohesion and performance were related positively, and reciprocally, over time. However, the cohesion → performance relationship was significantly higher than the performance → cohesion relationship. Moreover, the cohesion → performance relationship grew stronger over time whereas the performance → cohesion relationship remained fairly consistent over time. As expected, shared leadership related positively to team cohesion but not directly to their performance; whereas average team member academic competence related positively to team performance but was unrelated to team cohesion. Finally, we conducted and report a replication using a second sample of students competing in a business simulation. Our earlier substantive relationships were mostly replicated, and we illustrated the dynamic temporal properties of shared leadership. We discuss these findings in terms of theoretical importance, applied implications, and directions for future research. (c) 2015 APA, all rights reserved.

  3. The Use of Influence Tactics and Outcome Valence on Goal Commitment for Assigned Student Team Projects

    ERIC Educational Resources Information Center

    Swaim, James; Henley, Amy

    2017-01-01

    Project teams are a mainstay in both organizations and business schools. Despite their popularity, instructors and students often express dissatisfaction regarding assigned student team projects. In this article, we examine the effects of influence tactics available to instructors (collaborative assistance and rational persuasion) and individual…

  4. Should this team be saved?

    PubMed

    Heimbouch, H

    2001-01-01

    As far as anyone could tell, Vigor Skin Care's star was rising, mostly on the strength of Ageless Vigor, its new line of enriched skin cleansers and cosmetics. In fact, this evening, the three employees responsible for developing the product line were slated to receive the parent company's highest award for performance. But CEO Peter Markles knew that despite the accolades, the business unit--and its "fearsome threesome"--had hit a rough patch in recent months. When Peter took the reins four years ago, Vigor Skin Care was the sleeping dog of the health-and-beauty industry; his challenge was to rejuvenate the maturing business. He knew a turnaround would require equal parts discipline, politics, and creativity--so he pulled together a team that could address those needs. Peter relied on Sandy Fryda, Vigor's longtime marketing director, to help him navigate the tricky political waters at headquarters. And he tapped 30-year-old Josh Bartola, a maverick contributor to Vigor Skin Care's research group, for his independent spirit and new product ideas. Their all-consuming, intensely collaborative efforts resulted in the successful Ageless Vigor line. Then reality set in. The team found the day-to-day operations of manufacturing Ageless Vigor, for all their necessity and urgency, a bit tedious. Peter felt relegated to troubleshooting distribution problems. Josh was having meetings with executives from another division who were actively recruiting the wunderkind. And Sandy was simply on the verge of burnout. Tonight, at the award ceremony, there would be speeches and applause and toasts. But tomorrow, Peter would have to face the question: Should he try to salvage the Ageless Vigor team? Four commentators offer their advice in this fictional case study.

  5. 41 CFR 105-68.310 - What must I do if a Federal agency excludes a person with whom I am already doing business in a...

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... 41 Public Contracts and Property Management 3 2010-07-01 2010-07-01 false What must I do if a Federal agency excludes a person with whom I am already doing business in a covered transaction? 105-68.310 Section 105-68.310 Public Contracts and Property Management Federal Property Management...

  6. Using a Dual Role Assignment to Improve Group Dynamics and Performance: The Effects of Facilitating Social Capital in Teams

    ERIC Educational Resources Information Center

    Aquino, Karl; Serva, Mark A.

    2005-01-01

    This article describes a project that simulates the interplay between management and development project teams in a business environment. Each student team was assigned a management role supervising one project and a development role implementing another project. Results indicate that teams that communicate regularly and interact socially outside…

  7. Epidemiology of Operative Procedures in an NCAA Division I Football Team Over 10 Seasons

    PubMed Central

    Mehran, Nima; Photopoulos, Christos D.; Narvy, Steven J.; Romano, Russ; Gamradt, Seth C.; Tibone, James E.

    2016-01-01

    Background: Injury rates are high for collegiate football players. Few studies have evaluated the epidemiology of surgical procedures in National Collegiate Athletic Association (NCAA) Division I collegiate football players. Purpose: To determine the most common surgical procedures performed in collegiate football players over a 10-year period. Study Design: Descriptive epidemiological study. Methods: From the 2004-2005 season through the 2013-2014 season, all surgical procedures performed on athletes from a single NCAA Division I college football team during athletic participation were reviewed. Surgeries were categorized by anatomic location, and operative reports were used to obtain further surgical details. Data collected over this 10-season span included type of injury, primary procedures, reoperations, and cause of reoperation, all categorized by specific anatomic locations and position played. Results: From the 2004-2005 through the 2013-2014 seasons, 254 operations were performed on 207 players, averaging 25.4 surgical procedures per year. The majority of surgeries performed were orthopaedic procedures (92.1%, n = 234). However, there were multiple nonorthopaedic procedures (7.9%, n = 20). The most common procedure performed was arthroscopic shoulder labral repair (12.2%, n = 31). Partial meniscectomy (11.8%, n = 30), arthroscopic anterior cruciate ligament (ACL) reconstruction (9.4% n = 24), and arthroscopic hip labral repair (5.9% n = 15) were the other commonly performed procedures. There were a total of 29 reoperations performed; thus, 12.9% of primary procedures had a reoperation. The most common revision procedure was a revision open reduction internal fixation of stress fractures in the foot as a result of a symptomatic nonunion (33.33%, n = 4) and revision ACL reconstruction (12.5%, n = 3). By position, relative to the number of athletes at each position, linebackers (30.5%) and defensive linemen (29.1%) were the most likely to undergo surgery while

  8. Teaching Strategic Management with a Business Game.

    ERIC Educational Resources Information Center

    Knotts, Ulysses S., Jr.; Keys, J. Bernard

    1997-01-01

    Management games are increasingly used to teaching strategic management by integrating functional areas of business and providing a working knowledge of the strategic management process. This article summarizes the experience of two veteran instructors, presenting course learning objectives, game pedagogy, team organization and management, game…

  9. Tracking dynamic team activity

    DOE Office of Scientific and Technical Information (OSTI.GOV)

    Tambe, M.

    1996-12-31

    AI researchers are striving to build complex multi-agent worlds with intended applications ranging from the RoboCup robotic soccer tournaments, to interactive virtual theatre, to large-scale real-world battlefield simulations. Agent tracking - monitoring other agent`s actions and inferring their higher-level goals and intentions - is a central requirement in such worlds. While previous work has mostly focused on tracking individual agents, this paper goes beyond by focusing on agent teams. Team tracking poses the challenge of tracking a team`s joint goals and plans. Dynamic, real-time environments add to the challenge, as ambiguities have to be resolved in real-time. The central hypothesismore » underlying the present work is that an explicit team-oriented perspective enables effective team tracking. This hypothesis is instantiated using the model tracing technology employed in tracking individual agents. Thus, to track team activities, team models are put to service. Team models are a concrete application of the joint intentions framework and enable an agent to track team activities, regardless of the agent`s being a collaborative participant or a non-participant in the team. To facilitate real-time ambiguity resolution with team models: (i) aspects of tracking are cast as constraint satisfaction problems to exploit constraint propagation techniques; and (ii) a cost minimality criterion is applied to constrain tracking search. Empirical results from two separate tasks in real-world, dynamic environments one collaborative and one competitive - are provided.« less

  10. Reflections on an Interdisciplinary, Community-Based, Team-Taught Adventure

    ERIC Educational Resources Information Center

    Fauvel, Anne Marie; Miller, Lisa K.; Lane, Paul; Farris, John

    2010-01-01

    A new team-taught course focused on interdisciplinary teaching and integrative learning was offered at Grand Valley State University during the Summer of 2008 at a regional campus in Holland, Michigan. Faculty from Engineering and Business developed this community-based, alternative-format course to engage students in the question: "What will…

  11. The interplay of diversity training and diversity beliefs on team creativity in nationality diverse teams.

    PubMed

    Homan, Astrid C; Buengeler, Claudia; Eckhoff, Robert A; van Ginkel, Wendy P; Voelpel, Sven C

    2015-09-01

    Attaining value from nationality diversity requires active diversity management, which organizations often employ in the form of diversity training programs. Interestingly, however, the previously reported effects of diversity training are often weak and, sometimes, even negative. This situation calls for research on the conditions under which diversity training helps or harms teams. We propose that diversity training can increase team creativity, but only for teams with less positive pretraining diversity beliefs (i.e., teams with a greater need for such training) and that are sufficiently diverse in nationality. Comparing the creativity of teams that attended nationality diversity training versus control training, we found that for teams with less positive diversity beliefs, diversity training increased creative performance when the team's nationality diversity was high, but undermined creativity when the team's nationality diversity was low. Diversity training had less impact on teams with more positive diversity beliefs, and training effects were not contingent upon these teams' diversity. Speaking to the underlying process, we showed that these interactive effects were driven by the experienced team efficacy of the team members. We discuss theoretical and practical implications for nationality diversity management. (c) 2015 APA, all rights reserved).

  12. Integrating Multimodal Radiation Therapy Data into i2b2.

    PubMed

    Zapletal, Eric; Bibault, Jean-Emmanuel; Giraud, Philippe; Burgun, Anita

    2018-04-01

     Clinical data warehouses are now widely used to foster clinical and translational research and the Informatics for Integrating Biology and the Bedside (i2b2) platform has become a de facto standard for storing clinical data in many projects. However, to design predictive models and assist in personalized treatment planning in cancer or radiation oncology, all available patient data need to be integrated into i2b2, including radiation therapy data that are currently not addressed in many existing i2b2 sites.  To use radiation therapy data in projects related to rectal cancer patients, we assessed the feasibility of integrating radiation oncology data into the i2b2 platform.  The Georges Pompidou European Hospital, a hospital from the Assistance Publique - Hôpitaux de Paris group, has developed an i2b2-based clinical data warehouse of various structured and unstructured clinical data for research since 2008. To store and reuse various radiation therapy data-dose details, activities scheduling, and dose-volume histogram (DVH) curves-in this repository, we first extracted raw data by using some reverse engineering techniques and a vendor's application programming interface. Then, we implemented a hybrid storage approach by combining the standard i2b2 "Entity-Attribute-Value" storage mechanism with a "JavaScript Object Notation (JSON) document-based" storage mechanism without modifying the i2b2 core tables. Validation was performed using (1) the Business Objects framework for replicating vendor's application screens showing dose details and activities scheduling data and (2) the R software for displaying the DVH curves.  We developed a pipeline to integrate the radiation therapy data into the Georges Pompidou European Hospital i2b2 instance and evaluated it on a cohort of 262 patients. We were able to use the radiation therapy data on a preliminary use case by fetching the DVH curve data from the clinical data warehouse and displaying them in a R chart.

  13. STS-120 Orbit 2 Flight Control Team Photo

    NASA Image and Video Library

    2007-10-31

    JSC2007-E-095908 (31 Oct. 2007) --- The members of the STS-120 Orbit 2 flight control team pose for a group portrait in the space shuttle flight control room of Houston's Mission Control Center (MCC). Flight director Mike Moses holds the STS-120 mission logo.

  14. A Contemporary Simulation Infused in the Business Communication Curriculum: A Case Study

    ERIC Educational Resources Information Center

    Drury-Grogan, Meghann L.; Russ, Travis L.

    2013-01-01

    This research examines students' reactions to a contemporary simulation infused in the business communication curriculum. Results show that students indicated the experience helped them learn how to work better as a team, how to maintain composure, how the business world works, and how to improve their communication. Students also verified the…

  15. Software Independent Verification and Validation (SIV&V) Simplified

    DTIC Science & Technology

    2006-12-01

    Configuration Item I/O Input/Output I2V2 Independent Integrated Verification and Validation IBM International Business Machines ICD Interface...IPT Integrated Product Team IRS Interface Requirements Specification ISD Integrated System Diagram ITD Integrated Test Description ITP ...programming languages such as COBOL (Common Business Oriented Language) (Codasyl committee 1960), and FORTRAN (FORmula TRANslator) ( IBM 1952) (Robat 11

  16. It's about Time: Theorizing the Antecedents and Outcomes of Dynamic Processes in Teams and Multiteam Systems

    ERIC Educational Resources Information Center

    Schecter, Aaron Mitchell

    2017-01-01

    Multiteam systems (MTS) are an organizational form comprised of two or more independent teams which share at least one common goal. These "teams of teams" can be found in all areas of life, from business to medicine, science to the military. Accordingly, it is of great interest to determine how these systems function, and what makes a…

  17. The Consequences of Metric Production for Small Manufacturers. Volume II. Case Studies of Large Business-Small Business Interaction,

    DTIC Science & Technology

    1982-02-08

    II 00 CASE STUDIES OF LARGE BUSINESS - SMALL BUSINESS INTERACTION ’C- DTIC. Henry H1. Hitchcock dlELECTE7 Joseph F. Coates Marcy M. Canavan AUGG261982...J wis&omWWS1ARET N W WASIINGTOW. OC NO$I THE CONSEQUENCES OF METRIC PRODUCTION FOR SMALL MANUFACTURERS Volume 11 CASE STUDIES OF LARGE BUSINESS ... SMALL BUSINESS INTERACTION Accesqi~r, For NTIS GRA&t DTIC TAB Unannoun~ced J’htiI’ctof _ Henry H. Hitchcock vi 1ribr i t o aes Joseph F. Coates Avail arid

  18. Teaching Small Business Management in the UK Part I.

    ERIC Educational Resources Information Center

    Birley, Sue; Gibb, Allan

    1984-01-01

    Reviews the key factors influencing small business management education in the United Kingdom, particularly government policies encouraging small business development. Postulates a model based on the career cycle and considers training opportunities for various stages. (SK)

  19. Astronaut David Brown talks with team members from South Carolina

    NASA Technical Reports Server (NTRS)

    2000-01-01

    Astronaut David Brown looks over the robot named 'L'il Max' with members of the team The Bot Kickers! from Northwestern High School, Rock Hill, S.C. Students from all over the country are at the KSC Visitor Complex for the FIRST (For Inspiration and Recognition of Science and Technology) Southeast Regional competition being held March 9-11 in the Rocket Garden. Teams of high school students are testing the limits of their imagination using robots they have designed, with the support of business and engineering professionals and corporate sponsors, to compete in a technological battle against other schools' robots. Of the 30 high school teams competing, 16 are Florida teams co- sponsored by NASA and KSC contractors. Local high schools participating are Astronaut, Bayside, Cocoa Beach, Eau Gallie, Melbourne, Melbourne Central Catholic, Palm Bay, Rockledge, Satellite, and Titusville.

  20. Quantifying the performance of individual players in a team activity.

    PubMed

    Duch, Jordi; Waitzman, Joshua S; Amaral, Luís A Nunes

    2010-06-16

    Teamwork is a fundamental aspect of many human activities, from business to art and from sports to science. Recent research suggest that team work is of crucial importance to cutting-edge scientific research, but little is known about how teamwork leads to greater creativity. Indeed, for many team activities, it is not even clear how to assign credit to individual team members. Remarkably, at least in the context of sports, there is usually a broad consensus on who are the top performers and on what qualifies as an outstanding performance. In order to determine how individual features can be quantified, and as a test bed for other team-based human activities, we analyze the performance of players in the European Cup 2008 soccer tournament. We develop a network approach that provides a powerful quantification of the contributions of individual players and of overall team performance. We hypothesize that generalizations of our approach could be useful in other contexts where quantification of the contributions of individual team members is important.

  1. FMEA team performance in health care: A qualitative analysis of team member perceptions.

    PubMed

    Wetterneck, Tosha B; Hundt, Ann Schoofs; Carayon, Pascale

    2009-06-01

    : Failure mode and effects analysis (FMEA) is a commonly used prospective risk assessment approach in health care. Failure mode and effects analyses are time consuming and resource intensive, and team performance is crucial for FMEA success. We evaluate FMEA team members' perceptions of FMEA team performance to provide recommendations to improve the FMEA process in health care organizations. : Structured interviews and survey questionnaires were administered to team members of 2 FMEA teams at a Midwest Hospital to evaluate team member perceptions of FMEA team performance and factors influencing team performance. Interview transcripts underwent content analysis, and descriptive statistics were performed on questionnaire results to identify and quantify FMEA team performance. Theme-based nodes were categorized using the input-process-outcome model for team performance. : Twenty-eight interviews and questionnaires were completed by 24 team members. Four persons participated on both teams. There were significant differences between the 2 teams regarding perceptions of team functioning and overall team effectiveness that are explained by difference in team inputs and process (e.g., leadership/facilitation, team objectives, attendance of process owners). : Evaluation of team members' perceptions of team functioning produced useful insights that can be used to model future team functioning. Guidelines for FMEA team success are provided.

  2. Teaching Note--An Exploration of Team-Based Learning and Social Work Education: A Natural Fit

    ERIC Educational Resources Information Center

    Robinson, Michael A.; Robinson, Michelle Bachelor; McCaskill, Gina M.

    2013-01-01

    The literature on team-based learning (TBL) as a pedagogical methodology in social work education is limited; however, TBL, which was developed as a model for business, has been successfully used as a teaching methodology in nursing, business, engineering, medical school, and many other disciplines in academia. This project examines the use of TBL…

  3. Classroom Strategies: The Methodology of Business Education. National Business Education Yearbook, No. 34.

    ERIC Educational Resources Information Center

    Perreault, Heidi R., Ed.

    Designed for classroom teachers, this refereed yearbook includes examples, resources, and success stories to assist business educators to provide their students with the necessary skills for success in work and in life. Part I, Examining Business and Education Environments, contains the following chapters: "Business and Industry Need Qualified…

  4. Proceedings of the EMU Conference on Foreign Languages for Business and the Professions (Dearborn, Michigan, April 5-7, 1984). Part I: Business Needs/Educators Respond.

    ERIC Educational Resources Information Center

    Voght, Geoffrey M., Ed.

    Part I of the proceedings includes seven presentations. They are: "International Language Evaluation and Professional Points of View" (M. Jacques Cartier); "Foreign Languages and International Businesses in Colorado: A Report and Assessment" (Alain W. D. Ranwez and Donald Schmidt); "The Use of Foreign Languages in International Banking: A Survey…

  5. International Business Education in the Community College.

    ERIC Educational Resources Information Center

    Channing, Rose M.; Blanco, Virgil

    After introductory material descrying the lack of international studies in American education, this report describes the development, design, and accomplishments of the International Business Education program at Middlesex County College (MCC). The following phases in the development of the program are detailed: (1) a five-member curriculum team,…

  6. An Opportunity for Positive and Creative Leadership in the Business Management of Higher Education.

    ERIC Educational Resources Information Center

    Barber, Allan W.

    1972-01-01

    Business officers should function as members of institutional management teams whose responsibilities include devising more effective ways to collect, present, and evaluate business and financial information for governing boards and academic administrators. The challenge is to find ways to encourage institutional administrations to consider the…

  7. Business planning. Reasons, definitions, and elements.

    PubMed

    Cardamone, Michael A; Shaver, Mark; Werthman, Ronald

    2004-04-01

    The Johns Hopkins Hospital and Health System has developed a centralized business planning structure that provides for creativity while incorporating a system of checks and balances. Combining standardization with flexibility allows for customization and variability. Using a team approach, the organization allows key players to contribute their experience and expertise to the planning for each new project.

  8. Astronaut David Brown talks with team members from Lake Buena Vista, Fla

    NASA Technical Reports Server (NTRS)

    2000-01-01

    Astronaut David Brown chats with members of the Explorers team, from Lake Buena Vista, Fla., during the FIRST (For Inspiration and Recognition of Science and Technology) Southeast Regional competition held March 9-11 in the KSC Visitor Complex Rocket Garden. Teams of high school students from all over the country are testing the limits of their imagination using robots they have designed, with the support of business and engineering professionals and corporate sponsors, to compete in a technological battle against other schools' robots. Of the 30 high school teams competing at the Southeast Regional event, 16 are Florida teams co-sponsored by NASA and KSC contractors. Local high schools participating are Astronaut, Bayside, Cocoa Beach, Eau Gallie, Melbourne, Melbourne Central Catholic, Palm Bay, Rockledge, Satellite, and Titusville.

  9. The Influence of Learning Styles on Student Perception and Satisfaction in a Highly Collaborative Team Taught Course

    ERIC Educational Resources Information Center

    Sullivan, Daniel; Colburn, Michael; Fox, Daniel E.

    2013-01-01

    Team teaching an undergraduate business capstone course has the potential of providing students with an enhanced learning experience in a number of ways. This study examines the relationship between faculty and student learning styles and their impact on student perception and satisfaction in a highly collaborative team taught undergraduate…

  10. "Yes, we can!" review on team confidence in sports.

    PubMed

    Fransen, Katrien; Mertens, Niels; Feltz, Deborah; Boen, Filip

    2017-08-01

    During the last decade, team confidence has received more and more attention in the sport psychology literature. Research has demonstrated that athletes who are more confident in their team's abilities exert more effort, set more challenging goals, are more resilient when facing adversities, and ultimately perform better. This article reviews the existing literature in order to provide more clarity in terms of the conceptualization and the operationalization of team confidence. We thereby distinguish between collective efficacy (i.e., process-oriented team confidence) and team outcome confidence (i.e., outcome-oriented team confidence). In addition, both the sources as well as the outcomes of team confidence will be discussed. Furthermore, we will go deeper into the dispersion of team confidence and we will evaluate the current guidelines on how to measure both types of team confidence. Building upon this base, the article then highlights interesting avenues for future research in order to further improve both our theoretical knowledge on team confidence and its application to the field. Copyright © 2017 Elsevier Ltd. All rights reserved.

  11. Distinguishing between taskwork and teamwork planning in teams: relations with coordination and interpersonal processes.

    PubMed

    Fisher, David M

    2014-05-01

    Planning in teams represents a critical process that lays the groundwork for effective team functioning. The current investigation examined whether emergent team planning can be meaningfully characterized in terms of a distinction between planning that focuses on taskwork and planning that focuses on teamwork. In Study 1, items written to reflect commonly identified indicators of team planning were subjected to an exploratory factor analysis. In Study 2, slightly modified items were provided to a separate sample, and a confirmatory factor analysis was conducted. In Study 3, the relationships between the different forms of planning and other team processes (i.e., coordination, interpersonal processes) were examined in order to determine whether there are unique relationships for task-focused and team-focused planning. Results from the first 2 studies provided support for a 2-factor structure of team planning, whereas Study 3 found independent relationships for taskwork and teamwork planning with subsequent team processes. Both forms of planning also exhibited indirect relationships with team performance via the mediating role of subsequent team processes. (c) 2014 APA, all rights reserved.

  12. Small Business Management. Part I, A Suggested Course Outline.

    ERIC Educational Resources Information Center

    New York State Education Dept., Albany. Bureau of Continuing Education Curriculum Development.

    In this curriculum guide on small business management, lessons (including specific course content and teaching suggestions) are developed around general traits and practices conducive to success in small businesses, loans and other sources of capital, budgeting and planning, recordkeeping, marketing and selling, advertising and sales promotion,…

  13. Risky Business: A Primer on School Insurance

    ERIC Educational Resources Information Center

    Denker, Deb; Martocci, Elda

    2009-01-01

    In some ways, education institutions are like any other business when it comes to insurance coverage. Property could be damaged, accidents may be blamed on negligence, and employees may be injured during the course of the workday. Traveling sports teams, field trips, and transportation responsibilities increase the possibility that something will…

  14. Information sharing systems and teamwork between sub-teams: a mathematical modeling perspective

    NASA Astrophysics Data System (ADS)

    Tohidi, Hamid; Namdari, Alireza; Keyser, Thomas K.; Drzymalski, Julie

    2017-12-01

    Teamwork contributes to a considerable improvement in quality and quantity of the ultimate outcome. Collaboration and alliance between team members bring a substantial progress for any business. However, it is imperative to acquire an appropriate team since many factors must be considered in this regard. Team size may represent the effectiveness of a team and it is of paramount importance to determine what the ideal team size exactly should be. In addition, information technology increasingly plays a differentiating role in productivity and adopting appropriate information sharing systems may contribute to improvement in efficiency especially in competitive markets when there are numerous producers that compete with each other. The significance of transmitting information to individuals is inevitable to assure an improvement in team performance. In this paper, a model of teamwork and its organizational structure are presented. Furthermore, a mathematical model is proposed in order to characterize a group of sub-teams according to two criteria: team size and information technology. The effect of information technology on performance of team and sub-teams as well as optimum size of those team and sub-teams from a productivity perspective are studied. Moreover, a quantitative sensitivity analysis is presented in order to analyze the interaction between these two factors through a sharing system.

  15. 11.361 sports injuries in a 15-year survey of a Level I emergency trauma department reveal different severe injury types in the 6 most common team sports.

    PubMed

    Krutsch, Werner; Krutsch, Volker; Hilber, Franz; Pfeifer, Christian; Baumann, Florian; Weber, Johannes; Schmitz, Paul; Kerschbaum, Maximilian; Nerlich, Michael; Angele, Peter

    2018-06-01

     Severe sports-related injuries are a common affliction treated in Level I trauma departments. Detailed knowledge on injury characteristics from different medical settings is essential to improve the development of injury prevention strategies in different team sports.  Team sport injuries were retrospectively analysed in a Level I trauma department registry over 15 years. Injury and treatment data were compared with regard to competition and training exposure. Injury data such as "time of visitation", "type of injury", "multiple injured body regions" and "immediate hospitalisation" helped to define the severity level of each team sports injury.  At the Level I trauma department, 11.361 sports-related injuries were seen over 15 years, of which 34.0 % were sustained during team sports. Soccer injuries were the most common injuries of all team sports (71.4 %). The lower extremity was the most affected body region overall, followed by the upper extremity. Head injuries were mainly seen in Ice hockey and American football and concussion additionally frequently in team handball. Slight injuries like sprains or contusions occurred most frequently in all team sports. In soccer and team handball, injuries sustained in competition were significantly more severe (p < 0.001) than those sustained in practice.Volleyball and basketball had a trend to higher rate of severe injuries sustained during practice sessions.  Depending on the specific injury profile of each team sports, injury prevention strategies should address competitive as well as training situations, whichmay need different strategies. © Georg Thieme Verlag KG Stuttgart · New York.

  16. 26 CFR 1.132-4T - Line of business limitation-1985 through 1988 (temporary).

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... one line of business, such lines of business will be treated as a single line of business where and to... 26 Internal Revenue 2 2010-04-01 2010-04-01 false Line of business limitation-1985 through 1988....132-4T Line of business limitation—1985 through 1988 (temporary). (a) In general—(1) Applicability—(i...

  17. Collegiate Teams on Track for May Competition | News | NREL

    Science.gov Websites

    to demonstrate design and business decisions and justify their product to the competition judges. In have the design they will bring to New Orleans. For each competition contest, teams are required to , contestants will design and construct a wind-driven power system that can supply electricity to device(s) that

  18. Team Learning in Teacher Teams: Team Entitativity as a Bridge between Teams-in-Theory and Teams-in-Practice

    ERIC Educational Resources Information Center

    Vangrieken, Katrien; Dochy, Filip; Raes, Elisabeth

    2016-01-01

    This study aimed to investigate team learning in the context of teacher teams in higher vocational education. As teacher teams often do not meet all criteria included in theoretical team definitions, the construct "team entitativity" was introduced. Defined as the degree to which a group of individuals possesses the quality of being a…

  19. Why and when hierarchy impacts team effectiveness: A meta-analytic integration.

    PubMed

    Greer, Lindred L; de Jong, Bart A; Schouten, Maartje E; Dannals, Jennifer E

    2018-06-01

    Hierarchy has the potential to both benefit and harm team effectiveness. In this article, we meta-analytically investigate different explanations for why and when hierarchy helps or hurts team effectiveness, drawing on results from 54 prior studies (N = 13,914 teams). Our findings show that, on net, hierarchy negatively impacts team effectiveness (performance: ρ = -.08; viability: ρ = -.11), and that this effect is mediated by increased conflict-enabling states. Additionally, we show that the negative relationship between hierarchy and team performance is exacerbated by aspects of the team structure (i.e., membership instability, skill differentiation) and the hierarchy itself (i.e., mutability), which make hierarchical teams prone to conflict. The predictions regarding the positive effect of hierarchy on team performance as mediated by coordination-enabling processes, and the moderating roles of several aspects of team tasks (i.e., interdependence, complexity) and the hierarchy (i.e., form) were not supported, with the exception that task ambiguity enhanced the positive effects of hierarchy. Given that our findings largely support dysfunctional views on hierarchy, future research is needed to understand when and why hierarchy may be more likely to live up to its purported functional benefits. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

  20. Advice networks in teams: the role of transformational leadership and members' core self-evaluations.

    PubMed

    Zhang, Zhen; Peterson, Suzanne J

    2011-09-01

    This article examines the team-level factors promoting advice exchange networks in teams. Drawing upon theory and research on transformational leadership, team diversity, and social networks, we hypothesized that transformational leadership positively influences advice network density in teams and that advice network density serves as a mediating mechanism linking transformational leadership to team performance. We further hypothesized a 3-way interaction in which members' mean core self-evaluation (CSE) and diversity in CSE jointly moderate the transformational leadership-advice network density relationship, such that the relationship is positive and stronger for teams with low diversity in CSE and high mean CSE. In addition, we expected that advice network centralization attenuates the positive influence of network density on team performance. Results based on multisource data from 79 business unit management teams showed support for these hypotheses. The results highlight the pivotal role played by transformational leadership and team members' CSEs in enhancing team social networks and, ultimately, team effectiveness. PsycINFO Database Record (c) 2011 APA, all rights reserved

  1. Cardiovascular preparticipation screening practices of college team physicians.

    PubMed

    Asplund, Chad A; Asif, Irfan M

    2014-07-01

    Determine the cardiovascular screening practices of college team physicians. Cross-sectional survey. Electronic mail with a link to a 9-item survey. American Medical Society for Sports Medicine college team physicians. Screening practices survey administered to college team physicians. Cardiovascular preparticipation screening practices including noninvasive cardiac screening (NICS) such as electrocardiogram (ECG) or echocardiogram. Two hundred twenty-four of 613 AMSSM members identifying themselves as college team physicians (36.5%) responded: National Collegiate Athletic Association Division I: 146, Division II: 41, Division III: 27, National Association of Intercollegiate Athletics: 8, and Junior College: 2. The majority (78%) of schools conducted the American Heart Association (AHA) 12-element history and physical examination. Division I institutions were more likely to add an ECG and/or echocardiogram (30%) to their preparticipation examination (PPE) compared with lower divisions (P < 0.0001). Those Division I schools using NICS were more likely to do so for all athletes (P < 0.001) or revenue generating sports (P < 0.001), whereas other institutions did so only for high-risk subgroups (P < 0.01). Lower division schools would consider adding ECG if it cost less (P = 0.01) or if there were more local expertise in athlete-specific interpretation standards (P = 0.04). Many National Collegiate Athletic Association Athletes Division I programs already use NICS to screen athletes, whereas a significant portion of lower division schools add ECG for athletes deemed high risk. Increased use of these modalities suggests limitations of traditional PPE screening methods. This is the first study to assess cardiac screening practices across all collegiate divisions and broadens our understanding of cardiac screening in high-level athletes.

  2. Team Nutrition's Teacher Handbook: Tips, Tools, and Jewels for Busy Educators.

    ERIC Educational Resources Information Center

    Shepherd, Sandra K.; Whitehead, Constance S.

    This teacher support manual helps elementary educators teach proper nutrition to students in pre-K through grade 5. It provides a summary of all the background and tools teachers will need to do what they want with the Team Nutrition/Scholastic curricula. There is brief background information on nutrition basics; step-by-step instructions for…

  3. Team Leader Structuring for Team Effectiveness and Team Learning in Command-and-Control Teams.

    PubMed

    van der Haar, Selma; Koeslag-Kreunen, Mieke; Euwe, Eline; Segers, Mien

    2017-04-01

    Due to their crucial and highly consequential task, it is of utmost importance to understand the levers leading to effectiveness of multidisciplinary emergency management command-and-control (EMCC) teams. We argue that the formal EMCC team leader needs to initiate structure in the team meetings to support organizing the work as well as facilitate team learning, especially the team learning process of constructive conflict. In a sample of 17 EMCC teams performing a realistic EMCC exercise, including one or two team meetings (28 in sum), we coded the team leader's verbal structuring behaviors (1,704 events), rated constructive conflict by external experts, and rated team effectiveness by field experts. Results show that leaders of effective teams use structuring behaviors more often (except asking procedural questions) but decreasingly over time. They support constructive conflict by clarifying and by making summaries that conclude in a command or decision in a decreasing frequency over time.

  4. Team Leader Structuring for Team Effectiveness and Team Learning in Command-and-Control Teams

    PubMed Central

    van der Haar, Selma; Koeslag-Kreunen, Mieke; Euwe, Eline; Segers, Mien

    2017-01-01

    Due to their crucial and highly consequential task, it is of utmost importance to understand the levers leading to effectiveness of multidisciplinary emergency management command-and-control (EMCC) teams. We argue that the formal EMCC team leader needs to initiate structure in the team meetings to support organizing the work as well as facilitate team learning, especially the team learning process of constructive conflict. In a sample of 17 EMCC teams performing a realistic EMCC exercise, including one or two team meetings (28 in sum), we coded the team leader’s verbal structuring behaviors (1,704 events), rated constructive conflict by external experts, and rated team effectiveness by field experts. Results show that leaders of effective teams use structuring behaviors more often (except asking procedural questions) but decreasingly over time. They support constructive conflict by clarifying and by making summaries that conclude in a command or decision in a decreasing frequency over time. PMID:28490856

  5. Business Students Should Learn More about Science

    ERIC Educational Resources Information Center

    Laprise, Shari L.; Winrich, Charles; Sharpe, Norean Radke

    2008-01-01

    Educators have been giving much-needed attention recently to innovations in the standard M.B.A. and the undergraduate business curriculum. Most notable has been the integration of fundamental courses in the core curriculum--finance, marketing, accounting--to emphasize a more-realistic team approach to learning, and to reflect that managers do not…

  6. Ada Compiler Validation Summary Report: Certificate Number: 890420W1. 10074 International Business Machines Corporation, IBM Development System for the Ada Language MVS Ada Compiler, Version 2.1.1 IBM 4381 (Host and Target)

    DTIC Science & Technology

    1989-04-20

    20. ARS1AAI . (Contimne on reverse side olnetessary *rwenPtif) by bfoci nur~be’) International Business Machines Corporation, IBM Development System...Number: AVF-VSR-261.0789 89-01-26-TEL Ada COMPILER VALIDATION SUMMARY REPORT: Certificate Number: 890420W1.10074 International Business Machines...computer. The compiler was tested using command scripts provided by International Business Machines Corporation and reviewed by the validation team. The

  7. The influence of personality and ability on undergraduate teamwork and team performance.

    PubMed

    Rhee, Jinny; Parent, David; Basu, Anuradha

    2013-12-01

    The ability to work effectively on a team is highly valued by employers, and collaboration among students can lead to intrinsic motivation, increased persistence, and greater transferability of skills. Moreover, innovation often arises from multidisciplinary teamwork. The influence of personality and ability on undergraduate teamwork and performance is not comprehensively understood. An investigation was undertaken to explore correlations between team outcomes, personality measures and ability in an undergraduate population. Team outcomes included various self-, peer- and instructor ratings of skills, performance, and experience. Personality measures and ability involved the Five-Factor Model personality traits and GPA. Personality, GPA, and teamwork survey data, as well as instructor evaluations were collected from upper division team project courses in engineering, business, political science, and industrial design at a large public university. Characteristics of a multidisciplinary student team project were briefly examined. Personality, in terms of extraversion scores, was positively correlated with instructors' assessment of team performance in terms of oral and written presentation scores, which is consistent with prior research. Other correlations to instructor-, students' self- and peer-ratings were revealed and merit further study. The findings in this study can be used to understand important influences on successful teamwork, teamwork instruction and intervention and to understand the design of effective curricula in this area moving forward. The online version of this article (doi:10.1186/2193-1801-2-16) contains supplementary material, which is available to authorized users.

  8. Everything I know about business I learned from monopoly.

    PubMed

    Orbanes, Phil

    2003-01-01

    Is there an analogy for business to the beginning, middle, and end rhythm in games? Phil Orbanes thinks so. A good manager might engineer these types of shifts over the course of a critical project--and be prepared for different moods and levels of motivation from people. In this article, one of the world's foremost board game designers reflects on what makes people want to compete--and win.

  9. Using self-assessments to enhance business continuity programmes.

    PubMed

    Trousdale, Lisa

    2015-01-01

    Self-assessments have limitations and are no substitute for independent audits of a business continuity programme. Nevertheless, they can be an economical way to identify gaps, enhance the programme and create awareness. Self- assessments can also help prepare the programme and team members for an independent audit. In a resource-constrained environment, self-assessments can provide an opportunity to obtain measurable outputs about current state that can be tracked over time to capture improvement and maturity or identify deficiencies. Self-assessments can have a valuable place in any business continuity programme.

  10. Social Protocols for Agile Virtual Teams

    NASA Astrophysics Data System (ADS)

    Picard, Willy

    Despite many works on collaborative networked organizations (CNOs), CSCW, groupware, workflow systems and social networks, computer support for virtual teams is still insufficient, especially support for agility, i.e. the capability of virtual team members to rapidly and cost efficiently adapt the way they interact to changes. In this paper, requirements for computer support for agile virtual teams are presented. Next, an extension of the concept of social protocol is proposed as a novel model supporting agile interactions within virtual teams. The extended concept of social protocol consists of an extended social network and a workflow model.

  11. TeamXchange: A Team Project Experience Involving Virtual Teams and Fluid Team Membership

    ERIC Educational Resources Information Center

    Dineen, Brian R.

    2005-01-01

    TeamXchange, an online team-based exercise, is described. TeamXchange is consistent with the collaborative model of learning and provides a means of fostering enhanced student learning and engagement through collaboration in virtual teams experiencing periodic membership changes. It was administered in an undergraduate Organizational Behavior…

  12. Business Technology Curriculum Guide. Vo. Ed. 270. Revised 2/94.

    ERIC Educational Resources Information Center

    Idaho State Div. of Vocational Education, Boise.

    This guide, which combines business and marketing concepts with microcomputer applications, is intended to be used in designing a 2-semester course in business technology and to serve as the main component for articulation activities in the event that students completing the course decide to pursue additional training or education. The course…

  13. 26 CFR 1.182-2 - Definition of “the business of farming.”

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... 26 Internal Revenue 3 2010-04-01 2010-04-01 false Definition of âthe business of farming.â 1.182-2...-2 Definition of “the business of farming.” Under section 182, the election to deduct expenditures incurred in the clearing of land is applicable only to a taxpayer who is engaged in “the business of...

  14. 26 CFR 1.182-2 - Definition of “the business of farming.”

    Code of Federal Regulations, 2011 CFR

    2011-04-01

    ... 26 Internal Revenue 3 2011-04-01 2011-04-01 false Definition of âthe business of farming.â 1.182-2... (continued) § 1.182-2 Definition of “the business of farming.” Under section 182, the election to deduct... of farming” during the taxable year. A taxpayer is engaged in the business of farming if he...

  15. Providing Experiential Business and Management Training for Biomedical Research Trainees

    PubMed Central

    Petrie, Kimberly A.; Carnahan, Robert H.; Brown, Abigail M.; Gould, Kathleen L.

    2017-01-01

    Many biomedical PhD trainees lack exposure to business principles, which limits their competitiveness and effectiveness in academic and industry careers. To fill this training gap, we developed Business and Management Principles for Scientists, a semester-long program that combined didactic exposure to business fundamentals with practical team-based projects aimed at solving real business problems encountered by institutional shared-­resource core facilities. The program also included a retreat featuring presentations by and networking with local life science entrepreneurs and final team presentations to expert judges. Quantitative and qualitative metrics were used to evaluate the program’s impact on trainees. A pretest–posttest approach was used to assess trainees’ baseline knowledge and mastery of module concepts, and each individual’s pretest and posttest responses were compared. The mean score improved by more than 17 percentage points. Trainees also took an online survey to provide feedback about the module. Nearly all participants agreed or strongly agreed that the module was a valuable use of their time and will help guide their career decisions and that project work helped drive home module concepts. More than 75% of trainees reported discussing the module with their research advisors, and all of these participants reported supportive or neutral responses. Collectively, the trainee feedback about the module, improvement in test scores, and trainee perception of advisor support suggest that this short module is an effective method of providing scientists with efficient and meaningful exposure to business concepts. PMID:28798213

  16. Standardized Curriculum for Business Cooperative Education.

    ERIC Educational Resources Information Center

    Mississippi State Dept. of Education, Jackson. Office of Vocational, Technical and Adult Education.

    Standardized curricula are provided for two courses for the secondary vocational education program in Mississippi: business cooperative education I and II. The 10 units in business cooperative education I are as follows: orientation; keyboarding and skill building; leadership development; personnel development; human relations; business…

  17. Teaching Teamwork through Coteaching in the Business Classroom

    ERIC Educational Resources Information Center

    Kliegl, Julie A.; Weaver, Kari D.

    2014-01-01

    Business educators recognize the importance of developing teamwork as an employability skill. However, current methods used to teach teamwork have been met with mixed results from both students and educators. This article integrates research on the importance of teamwork, team development processes, and coteaching through examining a case study…

  18. The impact of subgroup type and subgroup configurational properties on work team performance.

    PubMed

    Carton, Andrew M; Cummings, Jonathon N

    2013-09-01

    Scholars have invoked subgroups in a number of theories related to teams, yet certain tensions in the literature remain unresolved. In this article, we address 2 of these tensions, both relating to how subgroups are configured in work teams: (a) whether teams perform better with a greater number of subgroups and (b) whether teams perform better when they have imbalanced subgroups (majorities and minorities are present) or balanced subgroups (subgroups are of equal size). We predict that the impact of the number and balance of subgroups depends on the type of subgroup-whether subgroups are formed according to social identity (i.e., identity-based subgroups) or information processing (i.e., knowledge-based subgroups). We first propose that teams are more adversely affected by 2 identity-based subgroups than by any other number, yet the uniquely negative impact of a 2-subgroup configuration is not apparent for knowledge-based subgroups. Instead, a larger number of knowledge-based subgroups is beneficial for performance, such that 2 subgroups is worse for performance when compared with 3 or more subgroups but better for performance when compared with no subgroups or 1 subgroup. Second, we argue that teams perform better when identity-based subgroups are imbalanced yet knowledge-based subgroups are balanced. We also suggest that there are interactive effects between the number and balance of subgroups-however, the nature of this interaction depends on the type of subgroup. To test these predictions, we developed and validated an algorithm that measures the configurational properties of subgroups in organizational work teams. Results of a field study of 326 work teams from a multinational organization support our predictions. PsycINFO Database Record (c) 2013 APA, all rights reserved

  19. Emotional Intelligence, Communication Competence, and Student Perceptions of Team Social Cohesion

    ERIC Educational Resources Information Center

    Troth, Ashlea C.; Jordan, Peter J.; Lawrence, Sandra A.

    2012-01-01

    Students generally report poor experiences of group work in university settings. This study examines whether individual student perceptions of team social cohesion are determined by their level of emotional intelligence (EI) and whether this relationship is mediated by their communication skills. Business students (N = 273) completed the 16-item…

  20. The Effect of Introducing Coaching from an Experienced Business Professional on Performance in a Computer Simulation Classroom Exercise

    ERIC Educational Resources Information Center

    Dickinson, J. Barry; Dickinson, Carleen D.

    2012-01-01

    This study examines the impact that experienced mentoring has on business decisions in a higher education business school. Students, arranged in teams, were given the opportunity to operate virtual companies in a well-known, business simulation program called Capsim. They were required to make decisions concerning marketing, production, finance,…

  1. Developing business opportunities from concept to end point for craniofacial surgeons.

    PubMed

    Brown, Spencer A

    2012-01-01

    Craniofacial surgeons repair a wide variety of soft and hard tissues that produce the clinical expertise to recognize the need for an improved device or novel regenerative stem cell or use of molecules that may dramatically change the way clinical care for improved patient outcomes. The business pathway to bring a concept to clinical care requires knowledge, mentoring, and a team of experts in business and patent law.

  2. Spaceport Florida Authority: Business Plan

    NASA Technical Reports Server (NTRS)

    1996-01-01

    The Spaceport Florida Authority (SFA) was established under Florida Statute by the Governor and Legislature to assist the development of our nation's space transportation industry and to generate new space-related jobs, investment and opportunities statewide. Included in the Authorities' business plan is the statement of work and list of team members involved in creating the report, SFA's current operating concept, market analysis, assessment of accomplishments, a sample operating concept and a "roadmap to success".

  3. Improving Palliative Care Team Meetings: Structure, Inclusion, and "Team Care".

    PubMed

    Brennan, Caitlin W; Kelly, Brittany; Skarf, Lara Michal; Tellem, Rotem; Dunn, Kathleen M; Poswolsky, Sheila

    2016-07-01

    Increasing demands on palliative care teams point to the need for continuous improvement to ensure teams are working collaboratively and efficiently. This quality improvement initiative focused on improving interprofessional team meeting efficiency and subsequently patient care. Meeting start and end times improved from a mean of approximately 9 and 6 minutes late in the baseline period, respectively, to a mean of 4.4 minutes late (start time) and ending early in our sustainability phase. Mean team satisfaction improved from 2.4 to 4.5 on a 5-point Likert-type scale. The improvement initiative clarified communication about patients' plans of care, thus positively impacting team members' ability to articulate goals to other professionals, patients, and families. We propose several recommendations in the form of a team meeting "toolkit." © The Author(s) 2015.

  4. 26 CFR 1.864-2 - Trade or business within the United States.

    Code of Federal Regulations, 2012 CFR

    2012-04-01

    ... 26 Internal Revenue 9 2012-04-01 2012-04-01 false Trade or business within the United States. 1.864-2 Section 1.864-2 Internal Revenue INTERNAL REVENUE SERVICE, DEPARTMENT OF THE TREASURY (CONTINUED) INCOME TAX (CONTINUED) INCOME TAXES (CONTINUED) Regulations Applicable to Taxable Years Prior to December 30, 1996 § 1.864-2 Trade or business...

  5. Improving Pediatric Rapid Response Team Performance Through Crew Resource Management Training of Team Leaders.

    PubMed

    Siems, Ashley; Cartron, Alexander; Watson, Anne; McCarter, Robert; Levin, Amanda

    2017-02-01

    Rapid response teams (RRTs) improve the detection of and response to deteriorating patients. Professional hierarchies and the multidisciplinary nature of RRTs hinder team performance. This study assessed whether an intervention involving crew resource management training of team leaders could improve team performance. In situ observations of RRT activations were performed pre- and post-training intervention. Team performance and dynamics were measured by observed adherence to an ideal task list and by the Team Emergency Assessment Measure tool, respectively. Multiple quartile (median) and logistic regression models were developed to evaluate change in performance scores or completion of specific tasks. Team leader and team introductions (40% to 90%, P = .004; 7% to 45%, P = .03), floor team presentations in Situation Background Assessment Recommendation format (20% to 65%, P = .01), and confirmation of the plan (7% to 70%, P = .002) improved after training in patients transferred to the ICU (n = 35). The Team Emergency Assessment Measure metric was improved in all 4 categories: leadership (2.5 to 3.5, P < .001), teamwork (2.7 to 3.7, P < .001), task management (2.9 to 3.8, P < .001), and global scores (6.0 to 9.0, P < .001) for teams caring for patients who required transfer to the ICU. Targeted crew resource management training of the team leader resulted in improved team performance and dynamics for patients requiring transfer to the ICU. The intervention demonstrated that training the team leader improved behavior in RRT members who were not trained. Copyright © 2017 by the American Academy of Pediatrics.

  6. Immersion team training in a realistic environment improves team performance in trauma resuscitation.

    PubMed

    Siriratsivawong, Kris; Kang, Jeff; Riffenburgh, Robert; Hoang, Tuan N

    2016-09-01

    In the US military, it is common for health care teams to be formed ad hoc and expected to function cohesively as a unit. Poor team dynamics decreases the effectiveness of trauma care delivery. The US Navy Fleet Surgical Team Three has developed a simulation-based trauma initiative-the Shipboard Surgical Trauma Training (S2T2) Course-that emphasizes team dynamics to improve the delivery of trauma care to the severely injured patient. The S2T2 Course combines classroom didactics with hands-on simulation over a period of 6 days, culminating in a daylong, mass casualty scenario. Each resuscitation team was initially evaluated with a simulated trauma resuscitation scenario then retested on the same scenario after completing the course. A written exam was also administered individually both before and after the course. A survey was administered to assess the participants' perceived effectiveness of the course on overall team training. From the evaluation of 20 resuscitation teams made up of 123 medical personnel, there was a decrease in the mean time needed to perform the simulated trauma resuscitation, from a mean of 24.4 minutes to 13.5 minutes (P < .01), a decrease in the mean number of critical events missed, from 5.15 to 1.00 (P < .01), and a mean improvement of 41% in written test scores. More than 90% of participants rated the course as highly effective for improving team dynamics. A team-based trauma course with immersion in a realistic environment is an effective tool for improving team performance in trauma training. This approach has high potential to improve trauma care and patient outcomes. The benefits of this team-based course can be adapted to the civilian rural sector, where gaps have been identified in trauma care. Published by Elsevier Inc.

  7. Essential Soft Skills for Success in the Twenty-First Century Workforce as Perceived by Business Educators

    ERIC Educational Resources Information Center

    Mitchell, Geana W.; Skinner, Leane B.; White, Bonnie J.

    2010-01-01

    Background: Soft skills describe career attributes that individuals should possess, such as team skills, communication skills, ethics, time-management skills, and an appreciation for diversity. In the twenty-first century workforce, soft skills are important in every business sector. However, employers in business continuously report that new…

  8. Building the office team: what's the payoff?

    PubMed

    Anthony, Carol; Marcelo, Karen

    2007-01-01

    Bogged down in the everyday mire of a busy medical practice with multiple locations, a management team was faced with issues of cohesiveness, employee morale, and communication. Enter an outside facilitator who, with the executive director and president of the organization, developed a plan for a management retreat and subsequent monthly management meetings. The results were nothing short of astonishing, with a shared vision and goals communicated throughout the organization, communication being consciously expanded to all locations, and palpable physician support of employees.

  9. The Myers-Briggs Type Indicator as a Tool to Facilitate Learning Outcomes for Team Building in the Classroom

    ERIC Educational Resources Information Center

    Berry, Priscilla; Wood, Cindy; Thornton, Barry

    2007-01-01

    Globalization and domestic competition are forcing businesses to rethink the human resources utilization process, and one method for considering again this challenge is creating a team culture. One key to this process for human resources development is the understanding of how to create the most successful teams. The use of the Myers-Briggs Type…

  10. The Transition from VMS to Unix Operations for STScI's Science Planning and Scheduling Team

    NASA Astrophysics Data System (ADS)

    Adler, D. S.; Taylor, D. K.

    The Science Planning and Scheduling Team of the Space Telescope Science Institute currently uses the VMS operating system. SPST began a transition to Unix-based operations in the summer of 1999. The main tasks for SPST to address in the Unix transition are: (1) converting the current SPST operational tools from DCL to Python; (2) converting our database report scripts from SQL; (3) adopting a Unix-based code management system; and (4) training the SPST staff. The goal is to fully transition the team to Unix operations by the end of 2001.

  11. STS-132 Flight Control Team in WFCR - Orbit 2

    NASA Image and Video Library

    2010-05-20

    JSC2010-E-086451 (20 May 2010) --- The members of the STS-132 Orbit 2 flight control team pose for a group portrait in the space shuttle flight control room in the Mission Control Center at NASA's Johnson Space Center. Flight director Chris Edelen (second left) is visible on the front row.

  12. 48 CFR 719.271-2 - The USAID Office of Small and Disadvantaged Business Utilization (SDB).

    Code of Federal Regulations, 2014 CFR

    2014-10-01

    ... and Disadvantaged Business Utilization (SDB). 719.271-2 Section 719.271-2 Federal Acquisition... Policies 719.271-2 The USAID Office of Small and Disadvantaged Business Utilization (SDB). (a) SDB is... business enterprises) program. (b) SDB, headed by the Director SDB, who also serves as the Minority...

  13. 48 CFR 719.271-2 - The USAID Office of Small and Disadvantaged Business Utilization (SDB).

    Code of Federal Regulations, 2010 CFR

    2010-10-01

    ... and Disadvantaged Business Utilization (SDB). 719.271-2 Section 719.271-2 Federal Acquisition... Policies 719.271-2 The USAID Office of Small and Disadvantaged Business Utilization (SDB). (a) SDB is... business enterprises) program. (b) SDB, headed by the Director SDB, who also serves as the Minority...

  14. 48 CFR 719.271-2 - The USAID Office of Small and Disadvantaged Business Utilization (SDB).

    Code of Federal Regulations, 2013 CFR

    2013-10-01

    ... and Disadvantaged Business Utilization (SDB). 719.271-2 Section 719.271-2 Federal Acquisition... Policies 719.271-2 The USAID Office of Small and Disadvantaged Business Utilization (SDB). (a) SDB is... business enterprises) program. (b) SDB, headed by the Director SDB, who also serves as the Minority...

  15. 48 CFR 719.271-2 - The USAID Office of Small and Disadvantaged Business Utilization (SDB).

    Code of Federal Regulations, 2011 CFR

    2011-10-01

    ... and Disadvantaged Business Utilization (SDB). 719.271-2 Section 719.271-2 Federal Acquisition... Policies 719.271-2 The USAID Office of Small and Disadvantaged Business Utilization (SDB). (a) SDB is... business enterprises) program. (b) SDB, headed by the Director SDB, who also serves as the Minority...

  16. 48 CFR 719.271-2 - The USAID Office of Small and Disadvantaged Business Utilization (SDB).

    Code of Federal Regulations, 2012 CFR

    2012-10-01

    ... and Disadvantaged Business Utilization (SDB). 719.271-2 Section 719.271-2 Federal Acquisition... Policies 719.271-2 The USAID Office of Small and Disadvantaged Business Utilization (SDB). (a) SDB is... business enterprises) program. (b) SDB, headed by the Director SDB, who also serves as the Minority...

  17. Team Structure and Regulatory Focus: The Impact of Regulatory Fit on Team Dynamic

    ERIC Educational Resources Information Center

    Dimotakis, Nikolaos; Davison, Robert B.; Hollenbeck, John R.

    2012-01-01

    We report a within-teams experiment testing the effects of fit between team structure and regulatory task demands on task performance and satisfaction through average team member positive affect and helping behaviors. We used a completely crossed repeated-observations design in which 21 teams enacted 2 tasks with different regulatory focus…

  18. Comparison of answer-until-correct and full-credit assessments in a team-based learning course.

    PubMed

    Farland, Michelle Z; Barlow, Patrick B; Levi Lancaster, T; Franks, Andrea S

    2015-03-25

    To assess the impact of awarding partial credit to team assessments on team performance and on quality of team interactions using an answer-until-correct method compared to traditional methods of grading (multiple-choice, full-credit). Subjects were students from 3 different offerings of an ambulatory care elective course, taught using team-based learning. The control group (full-credit) consisted of those enrolled in the course when traditional methods of assessment were used (2 course offerings). The intervention group consisted of those enrolled in the course when answer-until-correct method was used for team assessments (1 course offering). Study outcomes included student performance on individual and team readiness assurance tests (iRATs and tRATs), individual and team final examinations, and student assessment of quality of team interactions using the Team Performance Scale. Eighty-four students enrolled in the courses were included in the analysis (full-credit, n=54; answer-until-correct, n=30). Students who used traditional methods of assessment performed better on iRATs (full-credit mean 88.7 (5.9), answer-until-correct mean 82.8 (10.7), p<0.001). Students who used answer-until-correct method of assessment performed better on the team final examination (full-credit mean 45.8 (1.5), answer-until-correct 47.8 (1.4), p<0.001). There was no significant difference in performance on tRATs and the individual final examination. Students who used the answer-until-correct method had higher quality of team interaction ratings (full-credit 97.1 (9.1), answer-until-correct 103.0 (7.8), p=0.004). Answer-until-correct assessment method compared to traditional, full-credit methods resulted in significantly lower scores for iRATs, similar scores on tRATs and individual final examinations, improved scores on team final examinations, and improved perceptions of the quality of team interactions.

  19. 32 CFR 37.880 - What requirements must I include for periodic reports on program and business status?

    Code of Federal Regulations, 2013 CFR

    2013-07-01

    ... 32 National Defense 1 2013-07-01 2013-07-01 false What requirements must I include for periodic reports on program and business status? 37.880 Section 37.880 National Defense Department of Defense OFFICE OF THE SECRETARY OF DEFENSE DoD GRANT AND AGREEMENT REGULATIONS TECHNOLOGY INVESTMENT AGREEMENTS...

  20. 32 CFR 37.880 - What requirements must I include for periodic reports on program and business status?

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... 32 National Defense 1 2010-07-01 2010-07-01 false What requirements must I include for periodic reports on program and business status? 37.880 Section 37.880 National Defense Department of Defense OFFICE OF THE SECRETARY OF DEFENSE DoD GRANT AND AGREEMENT REGULATIONS TECHNOLOGY INVESTMENT AGREEMENTS...

  1. 32 CFR 37.880 - What requirements must I include for periodic reports on program and business status?

    Code of Federal Regulations, 2014 CFR

    2014-07-01

    ... 32 National Defense 1 2014-07-01 2014-07-01 false What requirements must I include for periodic reports on program and business status? 37.880 Section 37.880 National Defense Department of Defense OFFICE OF THE SECRETARY OF DEFENSE DoD GRANT AND AGREEMENT REGULATIONS TECHNOLOGY INVESTMENT AGREEMENTS...

  2. 32 CFR 37.880 - What requirements must I include for periodic reports on program and business status?

    Code of Federal Regulations, 2012 CFR

    2012-07-01

    ... 32 National Defense 1 2012-07-01 2012-07-01 false What requirements must I include for periodic reports on program and business status? 37.880 Section 37.880 National Defense Department of Defense OFFICE OF THE SECRETARY OF DEFENSE DoD GRANT AND AGREEMENT REGULATIONS TECHNOLOGY INVESTMENT AGREEMENTS...

  3. 32 CFR 37.880 - What requirements must I include for periodic reports on program and business status?

    Code of Federal Regulations, 2011 CFR

    2011-07-01

    ... 32 National Defense 1 2011-07-01 2011-07-01 false What requirements must I include for periodic reports on program and business status? 37.880 Section 37.880 National Defense Department of Defense OFFICE OF THE SECRETARY OF DEFENSE DoD GRANT AND AGREEMENT REGULATIONS TECHNOLOGY INVESTMENT AGREEMENTS...

  4. E-tool for business processes to improve travel time reliability.

    DOT National Transportation Integrated Search

    2015-01-01

    The etool can be found on the TRB website by following this link: http://www.trb.org/Main/Blurbs/170579.aspx The research team developed an e-tool that can be used by practitioners for planning, implementing, integrating, and analyzing business proce...

  5. 2 CFR 180.320 - Must I verify that principals of my covered transactions are eligible to participate?

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... 2 Grants and Agreements 1 2010-01-01 2010-01-01 false Must I verify that principals of my covered transactions are eligible to participate? 180.320 Section 180.320 Grants and Agreements OFFICE OF MANAGEMENT... Doing Business With Other Persons § 180.320 Must I verify that principals of my covered transactions are...

  6. Small Business Management Training Tools Directory.

    ERIC Educational Resources Information Center

    American Association of Community and Junior Colleges, Washington, DC. National Small Business Training Network.

    This directory is designed to assist in the identification of supplementary materials to support program development for small businesses. Following introductory comments and an overview of small business management training, section I lists training tools available from the Small Business Administration (SBA). Section II provides descriptions and…

  7. National Remodelling Team: Evaluation Study (Year 2). Final Report

    ERIC Educational Resources Information Center

    Easton, Claire; Wilson, Rebekah; Sharp, Caroline

    2005-01-01

    This report sets out to provide the National Remodelling Team (NRT) with comprehensive details on stakeholders' views about the second year of the remodelling programme. This report is divided into nine chapters: (1) Introduction; (2) outlines the aims of the evaluation and the methodology used; (3) describes the findings from the survey of local…

  8. Internationalizing the Business Curriculum: Technology and Social Change.

    ERIC Educational Resources Information Center

    Seabrook, Roberta

    In 1986 the Technology and Social Change Program and the College of Business at Iowa State University joined forces to develop a new graduate course that focused on the role of the multinational corporation in technology transfer to the lesser developed countries. The course was team taught by faculty from different disciplines and colleges, and…

  9. How to Get It -- Step 2: Meet the Palliative Care Team

    MedlinePlus

    ... a Provider 3. Meet the Team Palliative Care Team The palliative care team will spend a lot of time with you ... your goals. But what should you ask the team during the meeting? Here are some suggestions: What ...

  10. Team decision problems with classical and quantum signals

    PubMed Central

    Brandenburger, Adam; La Mura, Pierfrancesco

    2016-01-01

    We study team decision problems where communication is not possible, but coordination among team members can be realized via signals in a shared environment. We consider a variety of decision problems that differ in what team members know about one another's actions and knowledge. For each type of decision problem, we investigate how different assumptions on the available signals affect team performance. Specifically, we consider the cases of perfectly correlated, i.i.d., and exchangeable classical signals, as well as the case of quantum signals. We find that, whereas in perfect-recall trees (Kuhn 1950 Proc. Natl Acad. Sci. USA 36, 570–576; Kuhn 1953 In Contributions to the theory of games, vol. II (eds H Kuhn, A Tucker), pp. 193–216) no type of signal improves performance, in imperfect-recall trees quantum signals may bring an improvement. Isbell (Isbell 1957 In Contributions to the theory of games, vol. III (eds M Drescher, A Tucker, P Wolfe), pp. 79–96) proved that, in non-Kuhn trees, classical i.i.d. signals may improve performance. We show that further improvement may be possible by use of classical exchangeable or quantum signals. We include an example of the effect of quantum signals in the context of high-frequency trading. PMID:26621985

  11. Team decision problems with classical and quantum signals.

    PubMed

    Brandenburger, Adam; La Mura, Pierfrancesco

    2016-01-13

    We study team decision problems where communication is not possible, but coordination among team members can be realized via signals in a shared environment. We consider a variety of decision problems that differ in what team members know about one another's actions and knowledge. For each type of decision problem, we investigate how different assumptions on the available signals affect team performance. Specifically, we consider the cases of perfectly correlated, i.i.d., and exchangeable classical signals, as well as the case of quantum signals. We find that, whereas in perfect-recall trees (Kuhn 1950 Proc. Natl Acad. Sci. USA 36, 570-576; Kuhn 1953 In Contributions to the theory of games, vol. II (eds H Kuhn, A Tucker), pp. 193-216) no type of signal improves performance, in imperfect-recall trees quantum signals may bring an improvement. Isbell (Isbell 1957 In Contributions to the theory of games, vol. III (eds M Drescher, A Tucker, P Wolfe), pp. 79-96) proved that, in non-Kuhn trees, classical i.i.d. signals may improve performance. We show that further improvement may be possible by use of classical exchangeable or quantum signals. We include an example of the effect of quantum signals in the context of high-frequency trading. © 2015 The Authors.

  12. Strategies for Teaching Social and Emotional Intelligence in Business Communication

    ERIC Educational Resources Information Center

    Sigmar, Lucia Stretcher; Hynes, Geraldine E.; Hill, Kathy L.

    2012-01-01

    Incorporating social and emotional skills (EI) training into the business communication curriculum is important for preparing students to function effectively in a global workplace with its complex informal networks, intercultural issues, team emphasis, and participatory leadership. EI skills enhance communication behavior in work groups and…

  13. Do great teams think alike? An examination of team mental models and their impact on team performance.

    PubMed

    Gardner, Aimee K; Scott, Daniel J; AbdelFattah, Kareem R

    2017-05-01

    Team mental models represent the shared understanding of team members within their relevant environment. Thus, team mental models should have a substantial impact on a team's ability to engage in purposeful and coordinated action. We sought to examine the impact of shared team mental models on team performance and to investigate if team mental models increase over time as teams continue to work together. New surgery interns were assigned randomly to 1 of 10 teams. Each team participated in one unique simulation every day for 5 days, each followed by video-based debriefing with a facilitator. Participants also completed independently a concept similarity tool validated previously in nonmedical team literature to assess team mental models. All performances were video recorded and evaluated with a scenario-specific team performance tool by a single, blinded junior surgeon under an institutional review board-approved protocol. Changes in performance and team mental models over time were assessed with paired samples t tests. Regression analysis was used to examine the extent to which team mental models predicted team performance. Thirty interns (age 27; 77% men) participated in the training program. Percentage of items achieved (x¯ ± SD) on the performance evaluation was 39 ± 20, 51 ± 14, 22 ± 17, 63 ± 14, and 77 ± 25 for Days 1-5, respectively. Team mental models were 30 ± 5, 28 ± 6, 27 ± 8, 26 ± 7, and 25 ± 6 for Days 1-5 respectively, such that larger values corresponded to greater differences in team mental models. Paired sample t tests indicated that both average performance and team mental models similarity improved from the first to last day (P < .01, P < .05, respectively). Additionally, regression analyses indicated that team mental models predicted team performance on Days 2-5 (all P < .05) but not on the first day of simulations. These results demonstrate that greater sharing of team mental models among the teams leads

  14. Defense Small Business Innovation Research Program (SBIR). Abstracts of Phase 2 Awards, 1984.

    DTIC Science & Technology

    165 proposals for funding in Phase II of the Small Business Innovation Research (SBIR) Program. These proposals were selected from those submitted by... small research and development firms awarded Phase I contracts from the FY 1984 solicitation. In order to make information available on the technical

  15. School-to-Work Transition in the U.S.: The Case of the Missing Social Partners. A Report of the Governance and Finance Team of the Comparative Learning Teams Project.

    ERIC Educational Resources Information Center

    Glover, Robert W.; And Others

    A team of U.S. business, labor, and public policy representatives visited Denmark, Germany, and Switzerland to investigate the European approach to preparing young people for the work force. It gathered information on the performance of governance and finance systems abroad and identified their key underlying principles and operations. Six common…

  16. Business Education--Business Law: Grades 10-12.

    ERIC Educational Resources Information Center

    Instructional Objectives Exchange, Los Angeles, CA.

    Thirty-seven objectives and related test items for business law courses taught in grades 10 through 12 are organized into the following categories: (1) foundations of law; (2) law of contracts, property, and negotiable instruments; (3) business relations and business organizations; and (4) vocabulary. Each objective contains three elements: the…

  17. Site Team Review: Petition for Degree-Granting Authority by National Defense University, School for Information Resources Management (iCollege)

    ERIC Educational Resources Information Center

    US Department of Education, 2010

    2010-01-01

    On November 3, 2010, a site team from the National Advisory Committee on Institutional Quality and Integrity (NACIQI) and the U.S. Department of Education conducted a visit to National Defense University's (University) School for Information Resources Management (IRMC or iCollege) at Ft. McNair in Washington, DC. The purpose of the visit was to…

  18. Lift outs: how to acquire a high-functioning team.

    PubMed

    Groysberg, Boris; Abrahams, Robin

    2006-12-01

    More and more, expanding companies are hiring high-functioning groups of people who have been working together effectively within one company and can rapidly come up to speed in a new environment. These lifted-out teams don't need to get acquainted with one another or to establish shared values, mutual accountability, or group norms; their long-standing relationships and trust help them make an impact very quickly. Of course, the process is not without risks: A failed lift out can lead to loss of money, opportunity, credibility, and even native talent. Boris Groysberg and Robin Abrahams studied more than 40 high-profile moves and interviewed team leaders in multiple industries and countries to examine the risks and opportunities that lift outs present. They concluded that, regardless of industry, nationality, or size of the team, a successful lift out unfolds over four consecutive, interdependent stages that must be meticulously managed. In the courtship stage, the hiring company and the leader of the targeted team determine whether the proposed move is, in fact, a good idea, and then define their business goals and discuss strategies. At the same time, the team leader discusses the potential move with the other members of his or her group to assess their level of interest and prepare them for the change. The second stage involves the integration of the team leader with the new company's top leadership. This part of the process ensures the team's access to senior executives-the most important factor in a lift out's success. Operational integration is the focus of the third stage. Ideally, teams will start out working with the same or similar clients, vendors, and industry standards. The fourth stage entails full cultural integration. To succeed, the lifted-out team members must be willing to re-earn credibility by proving their value and winning their new colleagues' trust.

  19. A Rational Business Startup Model

    NASA Astrophysics Data System (ADS)

    Chang, Milton

    2000-03-01

    The speaker will share his experience in starting high-tech companies using a low-risk startup model. Most technical people can use this approach to start a company that begins with a modest initial goal and grows the business over time. As the company builds infrastructure and the individuals gain experience, the ability to pursue big opportunities comes naturally. The result is more likely to be a company with a long-term vision, and with the management team retaining more of the ownership.

  20. Leveraging business intelligence to make better decisions: Part I.

    PubMed

    Reimers, Mona

    2014-01-01

    Data is the new currency. Business intelligence tools will provide better performing practices with a competitive intelligence advantage that will separate the high performers from the rest of the pack. Given the investments of time and money into our data systems, practice leaders must work to take every advantage and look at the datasets as a potential goldmine of business intelligence decision tools. A fresh look at decision tools created from practice data will create efficiencies and improve effectiveness for end-users and managers.

  1. The impact of trait emotional intelligence on nursing team performance and cohesiveness.

    PubMed

    Quoidbach, Jordi; Hansenne, Michel

    2009-01-01

    Claims about the positive influence of emotional intelligence (EI) on work team performance are very numerous, both in commercial and scientific literature. However, despite the huge interest that media and business consultants put in EI and its fast-growing use in organizations, there is very little empirical evidence to support these claims. In this study, we investigated the relationships between EI, performance, and cohesiveness in 23 nursing teams. EI was assessed using the modified version of the Schutte Emotional Intelligence Scale and cohesiveness with the Group Cohesiveness Scale. Finally, nursing team performance was measured at four different levels: job satisfaction, chief nursing executives' rating, turnover rate, and health care quality. Results showed that health care quality was positively correlated with emotion regulation. Emotion regulation was also positively correlated with group cohesiveness. Surprisingly, it also appears that emotion appraisal was negatively correlated with the health care quality provided by teams. These results suggest that EI and, more specifically, Emotional Regulation may provide an interesting new way of enhancing nursing teams' cohesion and patient/client outcomes.

  2. New York State's 1999 agritourism business study

    Treesearch

    Diane Kuehn; Duncan Hilchey

    2002-01-01

    Agritourism businesses (i.e., farm-based businesses that are open to visitors for recreational purposes) are becoming an important component of New York's tourism industry today. In order to estimate the economic impacts of these businesses on New York State and identify cost-effective management and marketing strategies for business owners, New York Sea Grant and...

  3. Team Learning and Team Composition in Nursing

    ERIC Educational Resources Information Center

    Timmermans, Olaf; Van Linge, Roland; Van Petegem, Peter; Elseviers, Monique; Denekens, Joke

    2011-01-01

    Purpose: This study aims to explore team learning activities in nursing teams and to test the effect of team composition on team learning to extend conceptually an initial model of team learning and to examine empirically a new model of ambidextrous team learning in nursing. Design/methodology/approach: Quantitative research utilising exploratory…

  4. Strategies to Enhance Online Learning Teams. Team Assessment and Diagnostics Instrument and Agent-based Modeling

    DTIC Science & Technology

    2010-08-12

    Strategies to Enhance Online Learning Teams Team Assessment and Diagnostics Instrument and Agent-based Modeling Tristan E. Johnson, Ph.D. Learning ...REPORT DATE AUG 2010 2. REPORT TYPE 3. DATES COVERED 00-00-2010 to 00-00-2010 4. TITLE AND SUBTITLE Strategies to Enhance Online Learning ...TeamsTeam Strategies to Enhance Online Learning Teams: Team Assessment and Diagnostics Instrument and Agent-based Modeling 5a. CONTRACT NUMBER 5b. GRANT

  5. Increasing Achievement by Focusing Grade-Level Teams on Improving Classroom Learning: A Prospective, Quasi-Experimental Study of Title I Schools

    ERIC Educational Resources Information Center

    Saunders, William M.; Goldenberg, Claude N.; Gallimore, Ronald

    2009-01-01

    The authors conducted a quasi-experimental investigation of effects on achievement by grade-level teams focused on improving learning. For 2 years (Phase 1), principals-only training was provided. During the final 3 years (Phase 2), school-based training was provided for principals and teacher leaders on stabilizing team settings and using…

  6. VizieR Online Data Catalog: Team Keck Redshift Survey 2 (TKRS2) (Wirth+, 2015)

    NASA Astrophysics Data System (ADS)

    Wirth, G. D.; Trump, J. R.; Barro, G.; Guo, Y.; Koo, D. C.; Liu, F.; Kassis, M.; Lyke, J.; Rizzi, L.; Campbell, R.; Goodrich, R. W.; Faber, S. M.

    2016-04-01

    We present the Team Keck Redshift Survey 2 (TKRS2), a spectroscopic survey of 97 distant galaxies exploiting the capabilities of the Multi-Object Spectrometer For Infra-Red Exploration (MOSFIRE) on the Keck I telescope at the W. M. Keck Observatory. MOSFIRE features a 2048*2048 pixel HAWAII-2RG HgCdTe detector array from Teledyne Imaging Sensors that couples high quantum efficiency with low noise and low dark current. The operating range of 0.97-2.41μm covers the YJHK infrared passbands, with wavelength coverage of 0.97-1.12μm in Y, 1.15-1.35μm in J, 1.47-1.80μm in H, and 1.95-2.40μm in K. The resolving power for the default slit width of 0.7" is R=3380 in Y, 3310 in J, 3660 in H, and 3620 in K, corresponding to full-width-half-maximum (FWHM) spectral resolutions of 3.1Å in Y, 3.7Å in J, 4.4Å in H, and 6.0Å in K. Our survey targets the south-central region of the GOODS-North survey field (Giavalisco et al. 2004, cat. II/261). We employed MOSFIRE to acquire spectra in the GOODS-North field over a series of partial nights spanning the period from 2012 November to 2013 May. We present the results of our survey in Table3 and on the website (http://arcoiris.ucsc.edu/TKRS2/) devoted to the survey. (1 data file).

  7. Interdisciplinary team interactions: a qualitative study of perceptions of team function in simulated anaesthesia crises.

    PubMed

    Weller, Jennifer M; Janssen, Anna L; Merry, Alan F; Robinson, Brian

    2008-04-01

    We placed anaesthesia teams into a stressful environment in order to explore interactions between members of different professional groups and to investigate their perspectives on the impact of these interactions on team performance. Ten anaesthetists, 5 nurses and 5 trained anaesthetic assistants each participated in 2 full-immersion simulations of critical events using a high-fidelity computerised patient simulator. Their perceptions of team interactions were explored through questionnaires and semi-structured interviews. Written questionnaire data and interview transcriptions were entered into N6 qualitative software. Data were analysed by 2 investigators for emerging themes and coded to produce reports on each theme. We found evidence of limited understanding of the roles and capabilities of team members across professional boundaries, different perceptions of appropriate roles and responsibilities for different members of the team, limited sharing of information between team members and limited team input into decision making. There was a perceived impact on task distribution and the optimal utilisation of resources within the team. Effective management of medical emergencies depends on optimal team function. We have identified important factors affecting interactions between different health professionals in the anaesthesia team, and their perceived influences on team function. This provides evidence on which to build appropriate and specific strategies for interdisciplinary team training in operating theatre staff.

  8. Ada Compiler Validation Summary Report: Certificate Number: 880318W1. 09041, International Business Machines Corporation, IBM Development System for the Ada Language, Version 2.1.0, IBM 4381 under VM/HPO, Host and Target

    DTIC Science & Technology

    1988-03-28

    International Business Machines Corporation IBM Development System for the Ada Language, Version 2.1.0 IBM 4381 under VM/HPO, host and target DTIC...necessary and identify by block number) International Business Machines Corporation, IBM Development System for the Ada Language, Version 2.1.0, IBM...in the compiler listed in this declaration. I declare that International Business Machines Corporation is the owner of record of the object code of the

  9. 9 CFR 2.8 - Notification of change of name, address, control, or ownership of business.

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... substantial control or ownership of his business or operation, or of any additional sites, within 10 days of..., address, control, or ownership of business. 2.8 Section 2.8 Animals and Animal Products ANIMAL AND PLANT... Notification of change of name, address, control, or ownership of business. A licensee shall promptly notify...

  10. An examination of organizational and team commitment in a self-directed team environment.

    PubMed

    Bishop, James W; Scott, K Dow

    2000-06-01

    A model hypothesizing differential relationships among predictor variables and individual commitment to the organization and work team was tested. Data from 485 members of sewing teams supported the existence of differential relationships between predictors and organizational and team commitment. In particular, intersender conflict and satisfaction with coworkers were more strongly related to team commitment than to organizational commitment. Resource-related conflict and satisfaction with supervision were more strongly related to organizational commitment than to team commitment. Perceived task interdependence was strongly related to both commitment foci. Contrary to prediction, the relationships between perceived task interdependence and the 2 commitment foci were not significantly different. Relationships with antecedent variables help explain how differential levels of commitment to the 2 foci may be formed. Indirect effects of exogenous variables are reported.

  11. 17 CFR 256.01-2 - Application to service companies doing business with nonassociate companies.

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... COMPANIES AND SUBSIDIARY SERVICE COMPANIES, PUBLIC UTILITY HOLDING COMPANY ACT OF 1935 General Instructions § 256.01-2 Application to service companies doing business with nonassociate companies. While this... companies doing business with nonassociate companies. 256.01-2 Section 256.01-2 Commodity and Securities...

  12. Realizing Improvement through Team Empowerment (RITE): A Team-based, Project-based Multidisciplinary Improvement Program.

    PubMed

    Larson, David B; Mickelsen, L Jake; Garcia, Kandice

    2016-01-01

    Performance improvement in a complex health care environment depends on the cooperation of diverse individuals and groups, allocation of time and resources, and use of effective improvement methods. To address this challenge, we developed an 18-week multidisciplinary training program that would also provide a vehicle for effecting needed improvements, by using a team- and project-based model. The program began in the radiology department and subsequently expanded to include projects from throughout the medical center. Participants were taught a specific method for team-based problem solving, which included (a) articulating the problem, (b) observing the process, (c) analyzing possible causes of problems, (d) identifying key drivers, (e) testing and refining interventions, and (f) providing for sustainment of results. Progress was formally reviewed on a weekly basis. A total of 14 teams consisting of 78 participants completed the course in two cohorts; one project was discontinued. All completed projects resulted in at least modest improvement. Mean skill scores increased from 2.5/6 to 4.5/6 (P < .01), and the mean satisfaction score was 4.7/5. Identified keys to success include (a) engagement of frontline staff, (b) teams given authority to make process changes, (c) capable improvement coaches, (d) a physician-director with improvement expertise and organizational authority, (e) capable administrative direction, (f) supportive organizational leaders, (g) weekly progress reviews, (h) timely educational material, (i) structured problem-solving methods, and ( j ) multiple projects working simultaneously. The purpose of this article is to review the program, including the methods and results, and discuss perceived keys to program success. © RSNA, 2016.

  13. Porter Takes Reins of the FNL Green Team | Poster

    Cancer.gov

    Courtesy of the FNL Green Team Melissa Porter, who recently joined the staff of Craig Reynolds, Ph.D., director, Office of Scientific Operations, as administrative manager, has stepped forward to lead the Frederick National Laboratory for Cancer Research (FNL) Green Team in its efforts to promote a “green” work environment. “I am excited to lead the FNL Green Team and have been impressed by the enthusiasm and commitment of the FNL Green Team,” Porter said.

  14. Third Party Services for Enabling Business-to-Business Interactions

    NASA Astrophysics Data System (ADS)

    Shrivastava, Santosh

    Business-to-business (B2B) interactions concerned with the fulfilment of a given business function (e.g., order processing) requires business partners to exchange electronic business documents and to act on them. This activity can be viewed as the business partners taking part in the execution of a shared business process, where each partner is responsible for performing their part in the process. Naturally, business process executions at each partner must be coordinated at run-time to ensure that the partners are performing mutually consistent actions (e.g., the seller is not hipping a product when the corresponding order has been cancelled by the buyer). A number of factors combine to make the task of business process coordination surprisingly hard:

  15. Skewed task conflicts in teams: What happens when a few members see more conflict than the rest?

    PubMed

    Sinha, Ruchi; Janardhanan, Niranjan S; Greer, Lindred L; Conlon, Donald E; Edwards, Jeffery R

    2016-07-01

    Task conflict has been the subject of a long-standing debate in the literature-when does task conflict help or hurt team performance? We propose that this debate can be resolved by taking a more precise view of how task conflicts are perceived in teams. Specifically, we propose that in teams, when a few team members perceive a high level of task disagreement while a majority of others perceive low levels of task disagreement-that is, there is positively skewed task conflict, task conflict is most likely to live up to its purported benefits for team performance. In our first study of student teams engaged in a business decision game, we find support for the positive relationship between skewed task conflict and team performance. In our second field study of teams in a financial corporation, we find that the relationship between positively skewed task conflict and supervisor ratings of team performance is mediated by reflective communication within the team. (PsycINFO Database Record (c) 2016 APA, all rights reserved).

  16. Team LunaCY Outreach Paper

    NASA Technical Reports Server (NTRS)

    Heise, James; Hull, Bethanne J.

    2012-01-01

    Iowa State University's Lunabotics Club, Team LunaCY, has worked hard to generate enthusiasm for robotics, engineering, and lunar activities. Team LunaCY participated in a variety of different outreach events making a strong impression on Iowa youth. These events led the chair of the mechanical engineering department, Dr. Ted Heindel, to refer to the club's outreach program as "the model that all other engineering clubs should follow." Team LunaCY's outreach activities totaled over 200 hours and captivated over 3000 students and adults throughout the course of this acaden1ic year, reaching out to people all over Iowa and to several special guests. These guests included Vice-President Joe Biden, during a visit to Iowa State University in March 2012, and astronaut Clayton Anderson, during a visit to Iowa State's campus in the fall 2011. Team LunaCY's outreach events created hands on learning opportunities for local youth ranging in age from elementary school children to high school students. The team strove to make a positive impression on Iowa youth and to encourage interest and involvement in scientific fields. The full list of events is shown in Table 1. Three of the major outreach events the team participated in were the FIRST LEGO League, Science Bound, and iExplore STEM Festival.

  17. Better team management--better team care?

    PubMed

    Shelley, P; Powney, B

    1994-01-01

    Team building should not be a 'bolt-on' extra, it should be a well planned, integrated part of developing teams and assisting their leaders. When asked to facilitate team building by a group of NHS managers we developed a framework which enabled individual members of staff to become more effective in the way they communicated with each other, their teams and in turn within the organization. Facing the challenge posed by complex organizational changes, staff were able to use 3 training days to increase and develop their awareness of the principles of teamwork, better team management, and how a process of leadership and team building could help yield better patient care.

  18. Porter Takes Reins of the FNL Green Team | Poster

    Cancer.gov

    Courtesy of the FNL Green Team Melissa Porter, who recently joined the staff of Craig Reynolds, Ph.D., director, Office of Scientific Operations, as administrative manager, has stepped forward to lead the Frederick National Laboratory for Cancer Research (FNL) Green Team in its efforts to promote a “green” work environment. “I am excited to lead the FNL Green Team and have

  19. The surfacing of past assessment strategies within interdisciplinary teams when encountering an open-ended assignment in an undergraduate sustainability course

    NASA Astrophysics Data System (ADS)

    Hartman, K.; Dzulkifli, D. D. B.; Moynihan, M. A.; Salman, R.; Goodkin, N.

    2017-12-01

    267 undergraduate students in an interdisciplinary environmental sustainability course were divided into 66 groups for the duration of the semester. The formation of the groups proceeded by first assigning all of the science majors to groups in a random order. This was followed by assigning the engineering majors, the liberal arts majors, and finally the business majors in turn. After all of the students had been assigned to a group, every group had at least one engineering student and one science student. 11 groups had a liberal arts student but no business student. 26 groups had a business student but no liberal arts student. 29 groups were composed of students from all four majors. During the semester, the groups created an environmental action plan to address one of Singapore's major sustainability concerns: food. In service of the course's emphasis on interdisciplinary communication, the groups were required to create a video to support their environmental action plan. The evaluation method for the videos built on our prior work with rubrics (Hartman & Goodkin, 2016). While we provided a number of examples of videos communicating environmental action plans, students were not prescribed a particular format for their video. To the consternation of some students, the instructor deliberately left the video assessment open-ended. After the semester ended, a researcher coded all 66 videos for the food sustainability issues they identified, their proposed solutions, and their video approach. Approaches included animations, virtual handwriting/drawing, role-playing, PowerPoint presentations, and picture slideshows. Given the open-ended nature of the video project, we hypothesized that groups would converge on approaches that at least one team member was familiar with. We knew from prior work with the business school, that its students engage in role-play activities fairly frequently. Teams with a business major and without a liberal arts major adopted the role

  20. Participation in Team Sports Can Eliminate the Effect of Social Loafing.

    PubMed

    Czyż, Stanisław H; Szmajke, Andrzej; Kruger, Ankebé; Kübler, Magdalena

    2016-12-01

    The effect known as Ringelmann effect states that as group size increases, individual behavior may be less productive. If this decrease in productivity in groups is attributed to a decrement in individual motivation, it is called social loafing. We tested hypotheses that the collectivism associated with participation in team sports would reduce the level of social loafing compared to people who were not involved in team sports. In one experiment, participants (n = 72; M age = 21.7 years, SD = 2.0) had to pull a rope individually and collectively. Groups of two, three, four, and six persons were formed from among individuals with no previous sports experience, and of those who had engaged in individual and team sports. For each team, the sum of individual achievements of the individuals constituting a team was computed. This sum served as the anticipated result (expected value). The expected values were later compared to the actual achievements, i.e., the value achieved by the whole team. The results of the study suggested that previous experience in collective (team) sports eliminated the effect of social loafing. © The Author(s) 2016.

  1. A Consideration on Service Business Model for Saving Energy and Reduction of CO2 Emissions Using Inverters

    NASA Astrophysics Data System (ADS)

    Kosaka, Michitaka; Yabutani, Takashi

    This paper considers the effectiveness of service business approach for reducing CO2 emission. “HDRIVE” is a service business using inverters to reduce energy consumption of motor drive. The business model of this service is changed for finding new opportunities of CO2 emission reduction by combining various factors such as financial service or long-term service contract. Risk analysis of this business model is very important for giving stable services to users for long term. HDRIVE business model is found to be suitable for this objective. This service can be applied to the industries such as chemical or steel industry effectively, where CO2 emission is very large, and has the possibility of creating new business considering CDM or trading CO2 emission right. The effectiveness of this approach is demonstrated through several examples in real business.

  2. 29 CFR 98.445 - What action may I take if a primary tier participant knowingly does business with an excluded or...

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... 29 Labor 1 2010-07-01 2010-07-01 true What action may I take if a primary tier participant... of Labor Officials Regarding Transactions § 98.445 What action may I take if a primary tier... business with an excluded or disqualified person, you as an agency official may refer the matter for...

  3. Run Your School More Like a Business? Not so Fast

    ERIC Educational Resources Information Center

    Evans, Keith

    2016-01-01

    The mythology about the "business world" is something independent school leaders are exposed to almost daily. In that imagined world, mediocre employees are never retained year to year, decisions are uniformly hard-nosed and courageous, work teams operate with flawless efficiency, and change is embraced for the wonderful possibilities it…

  4. Utilizing Response to Intervention (RtI) as a Means of Studying Capacity Building and Motivation of Staff by School Leadership Teams

    ERIC Educational Resources Information Center

    Mahoney, Brian J.

    2013-01-01

    This research study explored the concept of capacity building and motivation of staff by school leadership teams in the successful development and implementation of educational initiatives, specifically Response to Intervention (RtI). A great deal of scholarship has addressed leadership and its effect on motivation, but few studies have…

  5. Is team confidence the key to success? The reciprocal relation between collective efficacy, team outcome confidence, and perceptions of team performance during soccer games.

    PubMed

    Fransen, Katrien; Decroos, Steven; Vanbeselaere, Norbert; Vande Broek, Gert; De Cuyper, Bert; Vanroy, Jari; Boen, Filip

    2015-01-01

    The present manuscript extends previous research on the reciprocal relation between team confidence and perceived team performance in two ways. First, we distinguished between two types of team confidence; process-oriented collective efficacy and outcome-oriented team outcome confidence. Second, we assessed both types not only before and after the game, but for the first time also during half-time, thereby providing deeper insight into their dynamic relation with perceived team performance. Two field studies were conducted, each with 10 male soccer teams (N = 134 in Study 1; N = 125 in Study 2). Our findings provide partial support for the reciprocal relation between players' team confidence (both collective efficacy and team outcome confidence) and players' perceptions of the team's performance. Although both types of players' team confidence before the game were not significantly related to perceived team performance in the first half, players' team confidence during half-time was positively related to perceived team performance in the second half. Additionally, our findings consistently demonstrated a relation between perceived team performance and players' subsequent team confidence. Considering that team confidence is a dynamical process, which can be affected by coaches and players, our findings open new avenues to optimise team performance.

  6. A Clinical Data Warehouse Based on OMOP and i2b2 for Austrian Health Claims Data.

    PubMed

    Rinner, Christoph; Gezgin, Deniz; Wendl, Christopher; Gall, Walter

    2018-01-01

    To develop simulation models for healthcare related questions clinical data can be reused. Develop a clinical data warehouse to harmonize different data sources in a standardized manner and get a reproducible interface for clinical data reuse. The Kimball life cycle for the development of data warehouse was used. The development is split into the technical, the data and the business intelligence pathway. Sample data was persisted in the Observational Medical Outcomes Partnership (OMOP) Common Data Model (CDM). The i2b2 clinical data warehouse tools were used to query the OMOP CDM by applying the new i2b2 multi-fact table feature. A clinical data warehouse was set up and sample data, data dimensions and ontologies for Austrian health claims data were created. The ability of the standardized data access layer to create and apply simulation models will be evaluated next.

  7. The turn team: a novel strategy for reducing pressure ulcers in the surgical intensive care unit.

    PubMed

    Still, Mary D; Cross, Linda C; Dunlap, Martha; Rencher, Rugenia; Larkins, Elizabeth R; Carpenter, David L; Buchman, Timothy G; Coopersmith, Craig M

    2013-03-01

    Pressure ulcers cause significant morbidity and mortality in the surgical intensive care unit (SICU). The purpose of this study was to determine if a dedicated team tasked with turning and repositioning all hemodynamically stable SICU patients could decrease the formation of pressure ulcers. A total of 507 patients in a 20-bed SICU in a university hospital were assessed for pressure ulcers using a point prevalence strategy, between December 2008 and September 2010, before and after implementation of a team tasked with turning and repositioning all hemodynamically stable patients every 2 hours around the clock. At baseline, when frequent turning was encouraged but not required, a total of 42 pressure ulcers were identified in 278 patients. After implementation of the turn team, a total of 12 pressure ulcers were identified in 229 patients (p < 0.0001). The preintervention group included 34 stage I and II ulcers and 8 higher stage ulcers. After implementation of the turn team, there were 7 stage I and II ulcers and 5 higher stage ulcers. The average Braden score was 16.5 in the preintervention group and 13.4 in the postintervention group (p = 0.04), suggesting that pressure ulcers were occurring in higher risk patients after implementation of the turn team. A team dedicated to turning SICU patients every 2 hours dramatically decreased the incidence of pressure ulcers. The majority of stage I and stage II ulcers appear to be preventable with an aggressive intervention aimed at pressure ulcer prevention. Copyright © 2013 American College of Surgeons. Published by Elsevier Inc. All rights reserved.

  8. Compensating the Administrative Team. The Administrative Team Career Development Series, Book 2.

    ERIC Educational Resources Information Center

    American Association of School Administrators, Arlington, VA.

    As part of the Administrative Team Career Development Series, this booklet outlines several factors to consider in establishing compensation structures for school district administrators. Such structures must balance the needs and interests of the employee, the school system, and the public. Salary, working conditions, and fringe benefits must all…

  9. Improving Care Teams' Functioning: Recommendations from Team Science.

    PubMed

    Fiscella, Kevin; Mauksch, Larry; Bodenheimer, Thomas; Salas, Eduardo

    2017-07-01

    Team science has been applied to many sectors including health care. Yet there has been relatively little attention paid to the application of team science to developing and sustaining primary care teams. Application of team science to primary care requires adaptation of core team elements to different types of primary care teams. Six elements of teams are particularly relevant to primary care: practice conditions that support or hinder effective teamwork; team cognition, including shared understanding of team goals, roles, and how members will work together as a team; leadership and coaching, including mutual feedback among members that promotes teamwork and moves the team closer to achieving its goals; cooperation supported by an emotionally safe climate that supports expression and resolution of conflict and builds team trust and cohesion; coordination, including adoption of processes that optimize efficient performance of interdependent activities among team members; and communication, particularly regular, recursive team cycles involving planning, action, and debriefing. These six core elements are adapted to three prototypical primary care teams: teamlets, health coaching, and complex care coordination. Implementation of effective team-based models in primary care requires adaptation of core team science elements coupled with relevant, practical training and organizational support, including adequate time to train, plan, and debrief. Training should be based on assessment of needs and tasks and the use of simulations and feedback, and it should extend to live action. Teamlets represent a potential launch point for team development and diffusion of teamwork principles within primary care practices. Copyright © 2017 The Joint Commission. Published by Elsevier Inc. All rights reserved.

  10. An interdisciplinary team communication framework and its application to healthcare 'e-teams' systems design

    PubMed Central

    2009-01-01

    Background There are few studies that examine the processes that interdisciplinary teams engage in and how we can design health information systems (HIS) to support those team processes. This was an exploratory study with two purposes: (1) To develop a framework for interdisciplinary team communication based on structures, processes and outcomes that were identified as having occurred during weekly team meetings. (2) To use the framework to guide 'e-teams' HIS design to support interdisciplinary team meeting communication. Methods An ethnographic approach was used to collect data on two interdisciplinary teams. Qualitative content analysis was used to analyze the data according to structures, processes and outcomes. Results We present details for team meta-concepts of structures, processes and outcomes and the concepts and sub concepts within each meta-concept. We also provide an exploratory framework for interdisciplinary team communication and describe how the framework can guide HIS design to support 'e-teams'. Conclusion The structures, processes and outcomes that describe interdisciplinary teams are complex and often occur in a non-linear fashion. Electronic data support, process facilitation and team video conferencing are three HIS tools that can enhance team function. PMID:19754966

  11. An interdisciplinary team communication framework and its application to healthcare 'e-teams' systems design.

    PubMed

    Kuziemsky, Craig E; Borycki, Elizabeth M; Purkis, Mary Ellen; Black, Fraser; Boyle, Michael; Cloutier-Fisher, Denise; Fox, Lee Ann; MacKenzie, Patricia; Syme, Ann; Tschanz, Coby; Wainwright, Wendy; Wong, Helen

    2009-09-15

    There are few studies that examine the processes that interdisciplinary teams engage in and how we can design health information systems (HIS) to support those team processes. This was an exploratory study with two purposes: (1) To develop a framework for interdisciplinary team communication based on structures, processes and outcomes that were identified as having occurred during weekly team meetings. (2) To use the framework to guide 'e-teams' HIS design to support interdisciplinary team meeting communication. An ethnographic approach was used to collect data on two interdisciplinary teams. Qualitative content analysis was used to analyze the data according to structures, processes and outcomes. We present details for team meta-concepts of structures, processes and outcomes and the concepts and sub concepts within each meta-concept. We also provide an exploratory framework for interdisciplinary team communication and describe how the framework can guide HIS design to support 'e-teams'. The structures, processes and outcomes that describe interdisciplinary teams are complex and often occur in a non-linear fashion. Electronic data support, process facilitation and team video conferencing are three HIS tools that can enhance team function.

  12. 77 FR 46805 - Small Business Innovation Research Program Policy Directive

    Federal Register 2010, 2011, 2012, 2013, 2014

    2012-08-06

    ... Small Business Innovation Research Program Policy Directive; Small Business Technology Transfer Program Policy Directive; Small Business Innovation Research (SBIR) Program and Small Business Technology... ADMINISTRATION 13 CFR Chapter I RIN 3245-AF84 Small Business Innovation Research Program Policy Directive AGENCY...

  13. 17 CFR 240.15Ba2-2 - Application for registration of non-bank municipal securities dealers whose business is...

    Code of Federal Regulations, 2010 CFR

    2010-04-01

    ... 17 Commodity and Securities Exchanges 3 2010-04-01 2010-04-01 false Application for registration of non-bank municipal securities dealers whose business is exclusively intrastate. 240.15Ba2-2... registration of non-bank municipal securities dealers whose business is exclusively intrastate. (a) An...

  14. A Curriculum to Enhance Decision-Making Skills of Technical Personnel Working in Teams

    ERIC Educational Resources Information Center

    Raju, P. K.; Sankar, Chetan S.; Xue, Yajiong

    2004-01-01

    Rapidly changing engineering designs and business scenarios make it essential for engineers and technical personnel to be trained to be effective team players and project managers. This paper reports the experiences gained in developing and implementing a workshop to train engineers at a steel manufacturing plant. The objective of the workshop was…

  15. A Longitudinal Study of Total Quality Management Processes in Business Colleges.

    ERIC Educational Resources Information Center

    Vazzana, Gary; Elfrink, John; Bachmann, Duane P.

    2000-01-01

    Surveys of business school deans in 1995 (n=243) and 1998 (n=151) regarding total quality management (TQM) practices revealed increases in mission and strategy development, goal setting, and use of advisory boards and cross-functional teams. Few are using TQM to manage core learning processes. (SK)

  16. 31 CFR 19.445 - What action may I take if a primary tier participant knowingly does business with an excluded or...

    Code of Federal Regulations, 2011 CFR

    2011-07-01

    ... 31 Money and Finance: Treasury 1 2011-07-01 2011-07-01 false What action may I take if a primary... § 19.445 What action may I take if a primary tier participant knowingly does business with an excluded... person, you as an agency official may refer the matter for suspension and debarment consideration. You...

  17. 21 CFR 1404.445 - What action may I take if a primary tier participant knowingly does business with an excluded or...

    Code of Federal Regulations, 2011 CFR

    2011-04-01

    ... 21 Food and Drugs 9 2011-04-01 2011-04-01 false What action may I take if a primary tier... § 1404.445 What action may I take if a primary tier participant knowingly does business with an excluded... person, you as an agency official may refer the matter for suspension and debarment consideration. You...

  18. Providing Experiential Business and Management Training for Biomedical Research Trainees.

    PubMed

    Petrie, Kimberly A; Carnahan, Robert H; Brown, Abigail M; Gould, Kathleen L

    2017-01-01

    Many biomedical PhD trainees lack exposure to business principles, which limits their competitiveness and effectiveness in academic and industry careers. To fill this training gap, we developed Business and Management Principles for Scientists, a semester-long program that combined didactic exposure to business fundamentals with practical team-based projects aimed at solving real business problems encountered by institutional shared--resource core facilities. The program also included a retreat featuring presentations by and networking with local life science entrepreneurs and final team presentations to expert judges. Quantitative and qualitative metrics were used to evaluate the program's impact on trainees. A pretest-posttest approach was used to assess trainees' baseline knowledge and mastery of module concepts, and each individual's pretest and posttest responses were compared. The mean score improved by more than 17 percentage points. Trainees also took an online survey to provide feedback about the module. Nearly all participants agreed or strongly agreed that the module was a valuable use of their time and will help guide their career decisions and that project work helped drive home module concepts. More than 75% of trainees reported discussing the module with their research advisors, and all of these participants reported supportive or neutral responses. Collectively, the trainee feedback about the module, improvement in test scores, and trainee perception of advisor support suggest that this short module is an effective method of providing scientists with efficient and meaningful exposure to business concepts. © 2017 K. A. Petrie et al. CBE—Life Sciences Education © 2017 The American Society for Cell Biology. This article is distributed by The American Society for Cell Biology under license from the author(s). It is available to the public under an Attribution–Noncommercial–Share Alike 3.0 Unported Creative Commons License (http

  19. Making Teamwork Work: Team Knowledge for Team Effectiveness.

    PubMed

    Guchait, Priyanko; Lei, Puiwa; Tews, Michael J

    2016-01-01

    This study examined the impact of two types of team knowledge on team effectiveness. The study assessed the impact of taskwork knowledge and teamwork knowledge on team satisfaction and performance. A longitudinal study was conducted with 27 service-management teams involving 178 students in a real-life restaurant setting. Teamwork knowledge was found to impact both team outcomes. Furthermore, team learning behavior was found to mediate the relationships between teamwork knowledge and team outcomes. Educators and managers should therefore ensure these types of knowledge are developed in teams along with learning behavior for maximum effectiveness.

  20. Team Cognition in Experienced Command-and-Control Teams

    ERIC Educational Resources Information Center

    Cooke, Nancy J.; Gorman, Jamie C.; Duran, Jasmine L.; Taylor, Amanda R.

    2007-01-01

    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…

  1. School to Work: Using Active Learning to Teach Business Writing

    ERIC Educational Resources Information Center

    Karmas, Cristina

    2011-01-01

    To succeed as tomorrow's workers in the knowledge society of the new century--a world characterized by ceaseless change, boundless knowledge and endless doubt, today's business writing students must develop the skills and traits needed to become creative problem-solvers, flexible team-players and risk-taking life-time learners (Bereiter, 2002a).…

  2. Introduction to Agricultural Business Unit. Student Reference for Agricultural Science I Core Curriculum. [Volume 19, Number 20.

    ERIC Educational Resources Information Center

    Timko, Joseph J.; Birkenholz, Robert J.

    This student reference on agricultural business, designed to accompany the lessons outlined in the 1984 instructor's guide, "Introduction to Agricultural Business," has seven lessons: (1) introduction to agribusiness; (2) careers in agribusiness; (3) agribusiness in the community; (4) the role of the employee in an agribusiness; (5)…

  3. CARDIO-i2b2: integrating arrhythmogenic disease data in i2b2.

    PubMed

    Segagni, Daniele; Tibollo, Valentina; Dagliati, Arianna; Napolitano, Carlo; G Priori, Silvia; Bellazzi, Riccardo

    2012-01-01

    The CARDIO-i2b2 project is an initiative to customize the i2b2 bioinformatics tool with the aim to integrate clinical and research data in order to support translational research in cardiology. In this work we describe the implementation and the customization of i2b2 to manage the data of arrhytmogenic disease patients collected at the Fondazione Salvatore Maugeri of Pavia in a joint project with the NYU Langone Medical Center (New York, USA). The i2b2 clinical research chart data warehouse is populated with the data obtained by the research database called TRIAD. The research infrastructure is extended by the development of new plug-ins for the i2b2 web client application able to properly select and export phenotypic data and to perform data analysis.

  4. Minding Your Own Small Business. Simulation Game 2.

    ERIC Educational Resources Information Center

    Athena Corp., Bethesda, MD.

    Designed as an integral part of a one-semester course in small business ownership and management for high school students, this second of two simulation games is intended to be introduced at the end of Unit 2, "The Market is People," and completed in Unit 3, "Dollars and Decisions." The game is divided into two…

  5. NASA Team Collaboration Pilot: Enabling NASA's Virtual Teams

    NASA Technical Reports Server (NTRS)

    Prahst, Steve

    2003-01-01

    Most NASA projects and work activities are accomplished by teams of people. These teams are often geographically distributed - across NASA centers and NASA external partners, both domestic and international. NASA "virtual" teams are stressed by the challenge of getting team work done - across geographic boundaries and time zones. To get distributed work done, teams rely on established methods - travel, telephones, Video Teleconferencing (NASA VITS), and email. Time is our most critical resource - and team members are hindered by the overhead of travel and the difficulties of coordinating work across their virtual teams. Modern, Internet based team collaboration tools offer the potential to dramatically improve the ability of virtual teams to get distributed work done.

  6. Factors Affecting Business-to-Business Electronic Commerce Success: An Empirical Investigation

    ERIC Educational Resources Information Center

    Chen, Chun-I Philip

    2010-01-01

    It is generally believed that Business to Business (B2B) e-commerce has a great impact on business performance improvement. Considerable research also shows that another dependent variable, B2B e-commerce success, can be a good overall measure of B2B systems. This paper investigated and examined the impact of several factors, which are either…

  7. 26 CFR 301.7701-2T - Business entities; definitions (temporary).

    Code of Federal Regulations, 2011 CFR

    2011-04-01

    ... 26 Internal Revenue 18 2011-04-01 2011-04-01 false Business entities; definitions (temporary). 301... entities; definitions (temporary). (a) through (c)(2)(ii) [Reserved] For further guidance, see § 301.7701-2(a) through (c)(2)(ii). (iii) Tax liabilities of certain disregarded entities—(A) In general. An...

  8. Team safety and innovation by learning from errors in long-term care settings.

    PubMed

    Buljac-Samardžić, Martina; van Woerkom, Marianne; Paauwe, Jaap

    2012-01-01

    Team safety and team innovation are underexplored in the context of long-term care. Understanding the issues requires attention to how teams cope with error. Team managers could have an important role in developing a team's error orientation and managing team membership instabilities. The aim of this study was to examine the impact of team member stability, team coaching, and a team's error orientation on team safety and innovation. A cross-sectional survey method was employed within 2 long-term care organizations. Team members and team managers received a survey that measured safety and innovation. Team members assessed member stability, team coaching, and team error orientation (i.e., problem-solving and blaming approach). The final sample included 933 respondents from 152 teams. Stable teams and teams with managers who take on the role of coach are more likely to adopt a problem-solving approach and less likely to adopt a blaming approach toward errors. Both error orientations are related to team member ratings of safety and innovation, but only the blaming approach is (negatively) related to manager ratings of innovation. Differences between members' and managers' ratings of safety are greater in teams with relatively high scores for the blaming approach and relatively low scores for the problem-solving approach. Team coaching was found to be positively related to innovation, especially in unstable teams. Long-term care organizations that wish to enhance team safety and innovation should encourage a problem-solving approach and discourage a blaming approach. Team managers can play a crucial role in this by coaching team members to see errors as sources of learning and improvement and ensuring that individuals will not be blamed for errors.

  9. 2008 Mississippi Curriculum Framework: Postsecondary Irrigation Management Technology. (Program CIP:01.0699 - Applied Horticulture/Horticultural Business Services, Other)

    ERIC Educational Resources Information Center

    Oliver, Michael L.

    2008-01-01

    As the world economy continues to evolve, businesses and industries must adopt new practices and processes in order to survive. Quality and cost control, work teams and participatory management, and an infusion of technology are transforming the way people work and do business. Employees are now expected to read, write, and communicate…

  10. Principles of shared decision-making within teams.

    PubMed

    Jacobs, Jeffrey P; Wernovsky, Gil; Cooper, David S; Karl, Tom R

    2015-12-01

    does not matter, so do whatever you desire!" • SDM Level 2 Decision: "We disagree and I believe it matters, but I am OK if you do whatever you desire!!" • SDM Level 3 Decision: "We disagree and I must insist (diplomatically and politely) that we follow the strategy that I am proposing!!!!!!" SDM Level 1 Decisions and SDM Level 2 Decisions typically do not create stress on the team, especially when there is mutual purpose and respect among the members of the team. SDM Level 3 Decisions are the real challenge. Periodically, the healthcare team is faced with such Level 3 Decisions, and teamwork and shared decision-making may be challenged. Teamwork is a learned behaviour, and mentorship is critical to achieve a properly balanced approach. If we agree to leave our egos at the door, then, in the final analysis, the team will benefit and we will set the stage for optimal patient care. In the environment of strong disagreement, true teamwork and shared decision-making are critical to preserve the unity and strength of the multi-disciplinary team and simultaneously provide excellent healthcare.

  11. 13 CFR 123.201 - When am I not eligible to apply for a physical disaster business loan?

    Code of Federal Regulations, 2010 CFR

    2010-01-01

    ... farming and agriculture-related industries. (b) Sometimes a damaged business entity (whether in the form... consequence of the disaster; (2) A change in the demographics of your business area within 18 months prior to the disaster, or as a result of the disaster, which makes it uneconomical to continue operations in...

  12. How to Add Philosophy Dimensions in Your Basic International Business Course

    ERIC Educational Resources Information Center

    Thanopoulos, John

    2010-01-01

    This article aims to assist professors in introducing concepts of self, philosophy, religions, the universe, existential dilemmas, etc., in their basic international business classes. Using active learning and five-member student teams, a student organized and administered conference adds a very useful dimension of knowledge sacrificing only one…

  13. A Multifaceted Approach to Teamwork Assessment in an Undergraduate Business Program

    ERIC Educational Resources Information Center

    Kemery, Edward R.; Stickney, Lisa T.

    2014-01-01

    We describe a multifaceted, multilevel approach to teamwork learning and assessment. It includes teamwork knowledge, peer and self-appraisal of teamwork behavior, and individual and team performance on objective tests for teaching and assessing teamwork in an undergraduate business program. At the beginning of this semester-long process, students…

  14. The formation and application of an overseas mental health crisis intervention team, Part I: Formation.

    PubMed

    Young, S A; Holden, M S

    1991-09-01

    The creation of an overseas mental health crisis intervention team is described. The authors discuss the unique aspects of an overseas low intensity conflict environment and the importance of immediate mental health responses to disaster situations in such theaters. Key elements in the formation of the team are the use of local resources, command endorsement, and an emphasis on education of commanders and team members. Examples are cited of other military response team deployments. The authors present their experience in Panama as a model for other providers in similar environments.

  15. Relationship of organizational culture, teamwork and job satisfaction in interprofessional teams.

    PubMed

    Körner, Mirjam; Wirtz, Markus A; Bengel, Jürgen; Göritz, Anja S

    2015-06-23

    Team effectiveness is often explained on the basis of input-process-output (IPO) models. According to these models a relationship between organizational culture (input = I), interprofessional teamwork (process = P) and job satisfaction (output = O) is postulated. The aim of this study was to examine the relationship between these three aspects using structural analysis. A multi-center cross-sectional study with a survey of 272 employees was conducted in fifteen rehabilitation clinics with different indication fields in Germany. Structural equation modeling (SEM) was carried out using AMOS software version 20.0 (maximum-likelihood method). Of 661 questionnaires sent out to members of the health care teams in the medical rehabilitation clinics, 275 were returned (41.6%). Three questionnaires were excluded (missing data greater than 30%), yielding a total of 272 employees that could be analyzed. The confirmatory models were supported by the data. The results showed that 35% of job satisfaction is predicted by a structural equation model that includes both organizational culture and teamwork. The comparison of this predictive IPO model (organizational culture (I), interprofessional teamwork (P), job satisfaction (O)) and the predictive IO model (organizational culture (I), job satisfaction (O)) showed that the effect of organizational culture is completely mediated by interprofessional teamwork. The global fit indices are a little better for the IO model (TLI: .967, CFI: .972, RMSEA .052) than for the IPO model (TLI: .934, CFI: .943, RMSEA: .61), but the prediction of job satisfaction is better in the IPO model (R(2) = 35%) than in the IO model (R(2) = 24%). Our study results underpin the importance of interprofessional teamwork in health care organizations. To enhance interprofessional teamwork, team interventions can be recommended and should be supported. Further studies investigating the organizational culture and its impact on interprofessional

  16. 41 CFR 105-68.325 - What happens if I do business with an excluded person in a covered transaction?

    Code of Federal Regulations, 2010 CFR

    2010-07-01

    ... 41 Public Contracts and Property Management 3 2010-07-01 2010-07-01 false What happens if I do business with an excluded person in a covered transaction? 105-68.325 Section 105-68.325 Public Contracts and Property Management Federal Property Management Regulations System (Continued) GENERAL SERVICES...

  17. Preferences for Team Learning and Lecture-Based Learning among First-Year Undergraduate Accounting Students

    ERIC Educational Resources Information Center

    Opdecam, Evelien; Everaert, Patricia; Van Keer, Hilde; Buysschaert, Fanny

    2014-01-01

    This study investigates students' "preference" for team learning and its effectiveness, compared to lecture-based learning. A quasi-experiment was set up in a financial accounting course in the first-year undergraduate of the Economics and Business Administration Program, where students had to choose between one of the two learning…

  18. Social Media Use to Enhance Internal Communication: Course Design for Business Students

    ERIC Educational Resources Information Center

    Young, Amy M.; Hinesly, Mary D.

    2014-01-01

    Organizations are increasingly using social media to improve their internal communication. When successfully implemented, such initiatives can have a dramatic impact on internal efficiency, team collaboration, innovation, organizational alignment, and cultural transformation. This article describes a course offered by the Ross School of Business,…

  19. Business Computer Programming I. Curriculum Guide. Second Edition.

    ERIC Educational Resources Information Center

    Patton, Jan

    This guide provides instructors of business computer programming with a curriculum correlated directly to the office education essential elements mandated by the Texas Education Agency. Introductory materials include a scope and sequence and lists of suggested textbooks, resource books, software, audiovisuals, and magazines. Eleven units are…

  20. Simulating the multi-disciplinary care team approach: Enhancing student understanding of anatomy through an ultrasound-anchored interprofessional session.

    PubMed

    Luetmer, Marianne T; Cloud, Beth A; Youdas, James W; Pawlina, Wojciech; Lachman, Nirusha

    2018-01-01

    Quality of healthcare delivery is dependent on collaboration between professional disciplines. Integrating opportunities for interprofessional learning in health science education programs prepares future clinicians to function as effective members of a multi-disciplinary care team. This study aimed to create a modified team-based learning (TBL) environment utilizing ultrasound technology during an interprofessional learning activity to enhance musculoskeletal anatomy knowledge of first year medical (MD) and physical therapy (PT) students. An ultrasound demonstration of structures of the upper limb was incorporated into the gross anatomy courses for first-year MD (n = 53) and PT (n = 28) students. Immediately before the learning experience, all students took an individual readiness assurance test (iRAT) based on clinical concepts regarding the assigned study material. Students observed while a physical medicine and rehabilitation physician demonstrated the use of ultrasound as a diagnostic and procedural tool for the shoulder and elbow. Following the demonstration, students worked within interprofessional teams (n = 14 teams, 5-6 students per team) to review the related anatomy on dissected specimens. At the end of the session, students worked within interprofessional teams to complete a collaborative clinical case-based multiple choice post-test. Team scores were compared to the mean individual score within each team with the Wilcoxon signed-rank test. Students scored higher on the collaborative post-test (95.2 ±10.2%) than on the iRAT (66.1 ± 13.9% for MD students and 76.2 ±14.2% for PT students, P < 0.0001). Results suggest that this interprofessional team activity facilitated an improved understanding and clinical application of anatomy. Anat Sci Educ 11: 94-99. © 2017 American Association of Anatomists. © 2017 American Association of Anatomists.

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