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In order to explain the most important relations between the team variables and team performance the new model is presented. The model infers, that team trust influences the development of cohesion between teem members. Cohesion, on one hand has a positive affect on perceived self and collective efficacy, on the other hand, there is a difference between highly and low coherent teams. We assume, that in the teams ofhigh cohesion, coIlective efficacy is the most important variable in predicting the team performance, and in the contrary, then the cohesion in the team is low, self efficacy should be the main variable in prediction of performance. Besides, very important role in the relation between perceived efficacy and performance plays stress. This theoretical model could be applied for the futher empirical researches or practical purposes, becauses it helps to explain a huge amount of conflicting scientific data and provides ways to raise the efficacy of the teams. Keywords: military team, variables relating to team performance, cohesion, self efficacy and collective efficacy, team trust, stress.

In order to explain the most important relations between the team variables and team performance the new model is presented. The model infers, that team trust influences the development of cohesion between teem members. Cohesion, on one hand has a positive affect on perceived self and collective efficacy, on the other hand, there is a difference between highly and low coherent teams. We assume, that in the teams ofhigh cohesion, coIlective efficacy is the most important variable in predicting the team performance, and in the contrary, then the cohesion in the team is low, self efficacy should be the main variable in prediction of performance. Besides, very important role in the relation between perceived efficacy and performance plays stress. This theoretical model could be applied for the futher empirical researches or practical purposes, becauses it helps to explain a huge amount of conflicting scientific data and provides ways to raise the efficacy of the teams. Keywords: military team, variables relating to team performance, cohesion, self efficacy and collective efficacy, team trust, stress.

Why do legislators engage in geographic representation in party-centred electoral systems, where they face weak re-election incentives to cultivate a personal vote? Existing research offers cross-pressuring incentive structures and intrinsic localism motivations as individual-level factors to explain this puzzle. In this article, we propose an alternative argument based on the principle of collective action within party-internal structures of labour division. We argue that legislators elected in the same multi-member district and under the same party label (party delegations) share collective vote-seeking incentives to collaborate with each other in order to strike a balance between the collective benefits and individual costs of constituency-oriented activities. Results from a comparative study of written parliamentary questions in Germany and Spain support our argument. Specifically, the study suggests that individual localism attributes interact with the team composition of party delegations to shape constituency-orientated behaviour.

Why do legislators engage in geographic representation in party-centred electoral systems, where they face weak re-election incentives to cultivate a personal vote? Existing research offers cross-pressuring incentive structures and intrinsic localism motivations as individual-level factors to explain this puzzle. In this article, we propose an alternative argument based on the principle of collective action within party-internal structures of labour division. We argue that legislators elected in the same multi-member district and under the same party label (party delegations) share collective vote-seeking incentives to collaborate with each other in order to strike a balance between the collective benefits and individual costs of constituency-oriented activities. Results from a comparative study of written parliamentary questions in Germany and Spain support our argument. Specifically, the study suggests that individual localism attributes interact with the team composition of party delegations to shape constituency-orientated behaviour.

The Melbourne Health (MH) Social Work Residential Care Team (RCT) was established in 2002 as a new and innovative approach to aged care. The service employs three full‐time social workers and an Allied Health assistant with previous experience in aged care. The RCT works across the MH continuum of care with inpatients recommended for residential care. The service is predominantly patient‐ and family‐focused, but is also consultative to meet the education needs of MH staff and the community. This paper discusses the MH Social Work Residential Care model, reviews data collected since RCT implementation and the benefits shown for patients, their families and interdisciplinary staff. This paper discusses pressures and factors that impinge on the ability to discharge patients to residential care and explores recommendations for ongoing clinical practice as well as recommendations that the RCT has submitted to management for further consideration.

"Nobody wants to fail, but failure is a fact of life. Most of us treat it as a regrettable, even shameful, event best overlooked. In truth, failure can be a game-changing strategic resource that can help you and your organization achieve the greater success you crave. This book shows how successful leaders and teams are putting failure to work every day - to re-engage employees, spark innovation and accelerate growth. The authors share these valuable new practices, and show how they can improve results across your organization. Based on exclusive interviews with prominent leaders and insightful examples from their own in-depth work, the book features a practical seven-stage framework to liberate failure as a force to advance your leadership agenda."--

Arguably, the government's aim of using the reward of "earned autonomy" and Foundation Trust status as an incentive to improve performance in the NHS will only be effective if Trust managers view greater autonomy as both desirable and realistic. This article examines this issue by investigating the extent to which members of an NHS Trust's senior management team perceive themselves as autonomous, the factors most likely to hinder their ability to operate autonomously, and the extent to which managers want greater autonomy. In the event, autonomy was largely restricted by extensive centrally dictated targets. Entrenched professional interests and a lack of managerial skills on the part of clinician managers suggested limitations on the extent to which autonomy can be realistically devolved. Additionally, there was little belief among managers that greater autonomy would enable healthcare services to be delivered more effectively. (Original abstract)

Emergent cyber-attack threats against cyber-physical systems can create potentially catastrophic impacts. The operators must intervene at the right moment when suspected attacks occur, without over-reliance on systems to detect the cyber-attacks. However, military operators are normally trained to trust, rather than suspect systems. We applied suspicion theory to explore how operators detect and respond to cyber-attacks against an unmanned ground vehicle (UGV) system in the operational context of a human-machine team (HMT). We investigated the relationships between the operator suspicion and HMT performance by conducting human-in-the-loop experiments on eight mission scenarios with 32 air-force officers. The experiment yielded a significant, negative relationship between operator suspicion and HMT performance (quantified both in terms of the desirability of decision response and the time to respond). Notably, operator suspicion increased with the combined effects of cyber-attacks and a sentinel alert but not with the alert alone. This finding was particularly meaningful for "false-negative" scenarios, in which no sentinel alert was sent despite cyber-attacks having occurred. Although the operators did not receive an alert, the operators grew more suspicious, seeking more information; it took longer for the operators to respond, and their decision responses were highly divergent (17.2% came with less-desirable responses, and 21.9% were considered instances of over-reliance). In contrast, in "false-positive" scenarios, 95.3% of the operator responses were highly desirable. This experiment has implications for the role of a sentinel alert in engineering trustworthy HMT systems so that the operators can quickly transition through state-suspicion to the most desirable decision.

Using Chinese listed firms' data from 2008 to 2012, we explored, on the basis of upper echelons theory, whether and how top management team (TMT) age heterogeneity affects corporate social responsibility (CSR) and if TMT interaction and TMT education moderate this relationship. Results
revealed an inverted U-shaped relationship between TMT age heterogeneity and CSR, in which TMT interaction played a moderating role; however, TMT education did not moderate the relationship. These results are helpful and significant for the understanding of CSR strategy, and for the improvement
of human resource management.

Objectives The work context of the operating room (OR) is considered complex and dynamic with high cognitive demands. A multidimensional view of the complete preoperative and intraoperative work process of the surgical team in the OR has been sparsely described. The aim of this study was to describe the type and frequency of tasks, multitasking, interruptions and their causes during surgical procedures from a multidimensional perspective on the surgical team in the OR. Design Prospective observational study using the Work Observation Method By Activity Timing tool. Setting An OR department at a county hospital in Sweden. Participants OR nurses (ORNs) (n=10), registered nurse anaesthetists (RNAs) (n=8) and surgeons (n=9). Results The type, frequency and time spent on specific tasks, multitasking and interruptions were measured. From a multidimensional view, the surgical team performed 64 tasks per hour. Communication represented almost half (45.7%) of all observed tasks. Concerning task time, direct care dominated the surgeons' and ORNs' intraoperative time, while in RNAs' work, it was intra-indirect care. In total, 48.2% of time was spent in multitasking and was most often observed in ORNs' and surgeons' work during communication. Interruptions occurred 3.0 per hour, and the largest proportion, 26.7%, was related to equipment. Interruptions were most commonly followed by professional communication. Conclusions The surgical team constantly dealt with multitasking and interruptions, both with potential impact on workflow and patient safety. Interruptions were commonly followed by professional communication, which may reflect the interactions and constant adaptations in a complex adaptive system. Future research should focus on understanding the complexity within the system, on the design of different work processes and on how teams meet the challenges of a complex adaptive system. Trial registration number 2016/264.