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- Teamwork in academia: an empirical studyPublication . Pacheco, Zita Dulce de Gouveia; Pacheco, Dulce; Soares, Maria Luísa PereiraThe Bologna Process introduced some changes in the curriculum of higher education institutions (HEIs) and defined that academic learning should consider the needs of the labour market. HEIs and employers agree that personal skills are the most important set of competence of graduates (Pavlin, Akkuyunlu, Kovacic, & Svetlik, 2009). The goals of this work were to explore how the work experienced by teams of students in HEIs might help them improve their personal skills, namely empirically explore the perception of teamwork and personality into two groups of students. The study was based on the theoretical model of Team Evolution and Maturation (TEAM, Fransen, 2012). The sample consisted of 99 students of the 3rd year of the degree (1st cycle) in Computer Science (49 students) and the 2nd year of the Bachelor's Degree (1st cycle) in Psychology (50 students), from the University of Madeira, Portugal. Areas of personality and team collaboration were evaluated with a Pre- and Post-test. Findings show that the perception of the teamwork collaboration of students in Computer Science and Psychology majors seems to be influenced by their scientific area, by gender, by the selection method of the time-organiser, the self-perceived personality of the time-organiser, the self perceived personality of the non-time-organiser, and the size of the team. It is expected that this data will contribute to further theoretical and practical reflection on the teamwork among college students and their performance in the labour market.
- Co-work between university teachers: is it possible to build a common language?Publication . Soares, Luísa; Pacheco, Dulce; Soares, Ana Luisa; Soares, Luísa; Pacheco, DulceSome of the ideas/categories that resulted from this work suggest a common language should be built between different professionals that work together: i) consider the human side of technology; ii) important behaviours for team work are complementarity, cohesion and synchronization; iii) attention to details motivates students; iv) stimulate new experiences/new thoughts; v) master four different abilities: inform, educate, inspire and entertain; vi) the essential will always remain, although times are changing and new fields of science are coming; vii) the web changed the way we work and learn and that´s more important than the way we interact with the contents of the web; viii) technology should improve teaching skills; ix) working together can be painful, so eliminating personnel barriers could result in a good cooperation/collaboration; x) team building; xi) create relevant contents; xii) build channels to reach all over the world; xiii) bridging programs can be very useful after a 1st graduation course where the main abilities from one area are already consolidated; xiv) Commitment to the team goals; xv) Psychologists are needed in teams and xv) dream university is the one that has pleasant and large spaces to be used by people and to inspire them.
- Collaborative learning: team size and the scientific field as influencersPublication . Pacheco, Dulce; Pacheco, Dulce; Soares, Luísa; Soares, Luísa; Soares, Ana LuisaSome individuals seem to intuitively collaborate better in teams, and some teams have repetitively superior results. Cooperative work is a growing need in all workplaces, and it has been thoroughly studied. However, literature has not yet clearly identified its predictors, as it does not present consistent results. Some authors report a reluctance in students to collaborate in teams, whereas others describe its huge advantages. This work intends to explore variables that might influence collaborative learning. We hypothesize that the team size and the scientific field of the students might affect team collaboration and team performance. In this study with Pre- and Post-test, team collaboration was measured using the Team Collaboration Evaluator (TCE) and team performance was assessed by the students’ perceived team effectiveness and by the final project grade given by the instructors. Analysis of a sample of 99 students, from both Computer Science and Psychology bachelor programs, indicates that larger teams show lower team collaboration, but higher team performance. Collected data confirm differences in the evolution of the perceived team collaboration, according to the students’ scientific field. Results are discussed considering the Team Collaboration Evaluator framework.
- MementoKey: keeping passwords in mindPublication . Jeong, Bongkeum ; Vallat, Alexander; Csikszentmihalyi, Chris ; Park, Junwu ; Pacheco, Dulce; Pacheco, DulceIn this paper, we introduce a novel system of password generation, MementoKey, consisting of private words that exist only in a user’s memory and a corresponding set of public (non-secret) words that will facilitate users’ recall of the private words, which they are associated with. We will demonstrate how MementoKey offers a useful alternative to existing options for storing passwords in password managers, or to using cryptographically weak, but memorable, passwords. We have conducted a user study to evaluate the word-association technique for recalling passwords, and the effectiveness of our prototype software training and checking system to guide the user successfully through the memorization process. Our study involving 60 diverse participants indicates that our prototype can effectively lead users through a visualization and memorization technique to create a strong word-association memory between pairs of adjectives and nouns.
- Organizational engineering processes: integration of the cause-and-effect analysis in the detection of exception kindsPublication . Pacheco, Dulce; Aveiro, David; Tenório, Nelson; Pacheco, Dulce; Aveiro, DavidEnterprises are dynamic systems that struggle to adapt to the constant changes in their environment. The complexity of these systems frequently originates inefficiencies that turn into the loss of resources and might even compromise organizations’ viability. Control and G.O.D. (sub)organizations allow enterprises to specify measures and viability norms that help to identify, acknowledge, and handle exceptions. Organizational engineering processes are deployed to treat dysfunctions within the G.O.D. organization but often fail to eliminate or circumvent the root cause of it. In this paper, we propose an extension in the model to allow a thorough investigation of the root causes of dysfunctions within the organizational engineering processes. Grounded on the seven guidelines for Information System Research in the design-science paradigm, we claim that the organizational engineering process should be supplemented with a systematic and broader investigation of causes, namely the Ishikawa approach of cause-and-effect analysis. The main contributions of this paper are the improvement of the organizational engineering process for handling unexpected exceptions in reactive change dynamics and the freely available Dysfunctions Bank with common dysfunctions and its probable causes. This work should trigger a reduction in the number of organizational dysfunctions and help to keep updated the organizational self and the organization’s ontological model.
- The influence of the leaders‘ selection method on team performancePublication . Pacheco, Dulce; Pacheco, Dulce; Soares, Luísa; Soares, Luísa; Soares, Ana LuisaLeadership impacts team performance. More effective leadership at the workplace may improve team performance and, consequently, increase both employees and employers work satisfaction. There is a wide array of studies on effective leadership, but the influence of the way the leader is select on team performance and is not yet clear. We discuss the relationship between the methods used to select the leader and team performance. A study was conducted with a sample of 112 bachelor students working in 17 teams during an 8-week long class project. Team performance was measured by the sub scale Perceived Team Collaboration of the instrument Team Collaborator Evaluator (TCE) and also by the final project grade given by the instructors. Results show that teams have higher performances when their members unanimously choose the leader. Practical implications for the selection of team leaders are discussed.