Fayoum University م اFaculty of Social Work ا ا آS-W Fields Department ات اPROFESSIONALS ATTITUDES TOWARDS TEAMWORK IN THE SOCIAL WELFARE ORGANIZATIONS A- Professor: Ahmed Farouk Mohammed S-W field Department – executive director of (CeC) - Fayoum University [email protected] ﺩ/ ﺃﺤﻤـــــﺩ ﻓــــــﺎﺭﻭﻕ ﻤﺤﻤﺩ ﺼﺎﻝﺢ ﺃﺴﺘﺎﺫ ﺍﻝﺨﺩﻤﺔ ﺍﻻﺠﺘﻤﺎﻋﻴﺔ ﺍﻝﻤﺴﺎﻋﺩ– ﻤﺩﻴﺭ ﻤﺭﻜﺯ ﺨﺩﻤﺔ ﺍﻝﻤﺠﺘﻤﻊ ﺠﺎﻤﻌﺔ ﺍﻝﻔﻴﻭﻡ- 2010 -
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A- Professor: Ahmed Farouk MohammedA- Professor: Ahmed Farouk Mohammed S-W field Department – executive director of (CeC) - Fayoum University [email protected] ﺢﻝﺎﺼ
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Fayoum University ا����م ���
Faculty of Social Work �� آ��� ا���� ا�����
S-W Fields Department �� ���ت ا���� ا����� ���
PROFESSIONALS ATTITUDES TOWARDS TEAMWORK IN THE SOCIAL WELFARE ORGANIZATIONS
A- Professor: Ahmed Farouk Mohammed
S-W field Department – executive director of (CeC) - Fayoum University
مدير مركز خدمة المجتمع جامعة الفيوم–أستاذ الخدمة االجتماعية المساعد
- 2010 -
PROFESSIONALS ATTITUDES TOWARDS TEAMWORK IN THE SOCIAL WELFARE ORGANIZATIONS
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Content Page
ABSTRACT:………………………………………………… 3
Key words :………………………………………………… 3
Introduction: ……………………………………………… 3
1. Theoretical study :……………………………………………. 4
1.1 Theoretical framework :………………………………….. 4
1.2 Research definitions :……………………………………… 6
1.3.1 social welfare :…………………………………………….. 6
1.3.2 Attitudes :…………………………………………………… 6
1.3.3 Teams :……………………………………………………….. 7
1.3.4 Teamwork :…………………………………..……………… 7
1.3.5 Multi professionalism :…………………..……………… 7
1.3 Theoretical framework :………………..………………… 7
1.4 Teamwork theory :…………………………..……………… 8
1.5 Study Objectives :………………………………………….. 8
1.6 Study questions :…………………………………………… 8
1.7 Study hypotheses : ………………………………………… 8
1.8 Research Methodology :…………………………………… 9
1.8.1 Study Population:…………………………………………. 9
1.8.2 Sample :……………………………………………………… 10
1.8.3 Delimitation of the study :…………………………….. 10 1.8.3.1 Local Delimitation :…………………………………………. 10 1.8.3.2 Human Delimitation : ……………………………………… 10 1.8.3.3 Time Delimitation :………………………………………… 10
1.8.4 Limitations of This Study :……………………………… 10
1.8.5 Study Variables :………………………………………… 10
1.8.6 Scale validity and Reliabilities :…………………….. 10
2. Data analysis :…………………………………………… 12
2.1. Sample description :………………………………… 12
2.2. Variables cross tabulation : …………………… 17
2.3 Question (1):…………………………………………… 19
2.4 Question (2) :………………………………………….. 22
2.5 Hypotheses (1):……………………………………… 25
2.6 Hypotheses (2):……………………………………… 27
Summary : ………………………………………………… 31
References :……………………………………………….. 32
Appendix :…………………………………………………. 35
Biography :………………………………………………… 39
PROFESSIONALS ATTITUDES TOWARDS TEAMWORK IN THE SOCIAL WELFARE ORGANIZATIONS
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ABSTRACT:
The current article aims to measure the professionals attitudes towards teamwork in the welfare organizations, the study belongs to the pattern of descriptive studies, methodology based on social survey by sample, the study applied on (405) of professionals, Participants divide to (197) teachers, (85) social worker, (69) doctors and (54) for nursing staff various fields of social welfare in Fayoum governorate, south Egypt, according to the (A-B-C) Model the results of Friedman test showed that the Cognitive component (C) achieve the first rank of important at (2.34), Behavior component (B) the second by main rank (2.28), and the Affective component (A) achieve the third rank at (1.37), the Results showed that the Current model is as follows (CBA) not (ABC), on the other hand the multi regression Test showed a rejection of the null hypothesis and accepts the alternative hypothesis: there is a statistically significant association at a level less than (0.05) between the personal and environmental determinants as independent variable with the professionals attitude towards teamwork, to determine the statistical differences the Mann-Whitney U test and Kruskal-Wallis test showed a reject the null and Accept alternative hypothesis that there is a significance difference in the professional attitude according Gender, experience, the kind of professions, Results of the study showed that there is many determinants that affect on the attitude of professionals about teamwork, it was found that the external environment (EX-E-D) comes in the first by mean rank (2.34), followed by the determinants of the internal environment (E-N-D) at (2..28), in the third and finally the personal determinants (P-D) at mean rank (1.37). Key words:
Social welfare - health care - social work –social solidarity - teamwork - Professionals attitudes – cognitive, affective and behavior component - (ABC) Model - personal, external and internal environment determents.
Introduction:
Social Welfare is an integrated system of programs, projects and services that provides to various groups without discrimination or preference, but in developing countries where specialized studies as Robert G. Hayden (1985), Lane Kenworthy (1998), Ann Orloff (2008) focused on the inadequate umbrella of social welfare has produced many of the disadvantaged and marginalized groups, other studies like Dileni Gunewardena (2001), focused on discrimination in welfare services and showed that the percentage (75%) of the population in the third world have no access to quality services, while other studies indicate that the percentage (65%) living below the poverty line and the percentage (40%) reside in urban, compared to (60%) of the rural areas. social welfare in the developing world need to review the process
PROFESSIONALS ATTITUDES TOWARDS TEAMWORK IN THE SOCIAL WELFARE ORGANIZATIONS
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to invest the resources to extend umbrella to provide the welfare for different groups as (males, females, minority, groups at risk, rural and urban areas) without distinction, exclusion. Effective social welfare should be provided through the professionals in the fields of medicine, nursing, social work, law and other professions of humanitarian, Social welfare requires teamwork, where professionals collaborate to provide services to different groups without bias according to gender, race, ethnicity, or geographic regions or other factors that limit the effectiveness of social welfare. teamwork is one of the forms of cooperation between professionals in various fields of social welfare. the current study concerned with the identification of professionals attitude about teamwork, where the attitude is composed of three components: cognitive, affective , and behavior Component or the (ABC) model, current research objected to measure the professionals attitude towards the teamwork in the fields of health, education and social solidarity.
1. Theoretical study: 1.1 Theoretical framework:
The challenges of social welfare are increasingly complex and subject to frequent change. Meeting these demands requires that professionals work in partnership with each other, with other professionals such as social workers, teachers, nurses, doctors staff, and with various clients. The value of working as a team has already been recognized. We now need to strengthen and develop team working within social welfare to provide specific program and services for the future. (Dame Deirdre Hine, 2000, p: 1) Previous studies showed the increasing role of the organizational determinants that influence on the performance of teamwork in social welfare organizations, where according to a study in each of the Amour et al (2005), Ovretveit et al (1997), Devine et al (2002), Guzzo et al (1996), Hackman et al (1987), and Sundstrom et al (1990) studies have shown that the external environment that including the opportunities and threats affecting the effectiveness of work teams in social welfare institutions, On the other hand a study of Grady et al (1996), Lemieux et al (2002) and Bateman et al (2002) indicate the role of the internal environment like organizational culture, organizational structure, which affects directly or indirectly on the effectiveness of the expected outputs of the teamwork. Theoretical associated with attitude toward professional teamwork shown the weakness in the component skills in interaction with the team and make sure that through the study of each, studies have shown that emotional and cognitive components are not sufficient to establish a work team can provide care services in an effective manner that's sure to study both in Bacon (2005), Barker (1999) , Campion (1993) Delarue (2003), Fröbel (2005), Galve Górriz (2000) and Kuipers (2005) revealed the need to refine the components of cognitive, emotional and skill so as to enable professionals to work as a
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team, on the other side of specialized studies revealed that the absence of one or more of these components affects negatively and directly return on teamwork in various areas of social welfare. Kam-shing Yip study (2004) about Medical dominance is a crucial problem in social work practice in mental health services. This paper is an examination of the response of social workers to medical dominance in mental health services in Hong Kong. To explore the process and the effects of medicalization of social workers, (63) social workers in various areas of mental health service settings were interviewed. Their reaction and daily performance in facing medical dominance were analysed and evaluated. The findings show that facing medical dominance was a common occurrence for social workers in various mental health services in Hong Kong. Conflict existed between the rationalization of medical knowledge by medical professionals, and social work rationalization of social work knowledge by social workers.. The findings also show that medicalization was influenced by the organizational and team context. Jinman Kyonne (2007) using an analysis of secondary data, develops a construct of “teamwork” to study its relationship to turnover. The study specifically explores “teamwork” compared with individual work-related factors - burnout and job satisfaction; one work environment factor –organizational climate and one personal factor – educational background. Logistical regression analysis was conducted on an anonymous random sample of 319 public child welfare caseworker’s responses to an organization wide survey conducted in one U.S. Midwestern state, Findings indicate that the workers’ positive perception of teamwork decreases their stated intentions to leave whereas the workers’ burnout increases their stated intentions to leave. Laura L. Ellingson (2002), Study belong to the pattern of descriptive analytical studies, the study showed that the increasing forms and levels of teamwork in the medical field leads to an improvement in the performance of professionals in the field of health care. Michael Malone (2004) tray to examine professionals attitudes and perceptions about teamwork and team processes. (31) Professionals who were serving on teams that support people with disabilities were asked to complete two surveys: the Attitudes about Teamwork Survey and the Team Process Perception Survey. Responses to these surveys indicated a generally positive attitude about the team process. Aspects of communication and investment of time and energy were most highly rated. Central themes that emerged relative to perceptions about benefits, limitations, and supports included, respectively, disciplinary involvement, process barriers, and collaboration. Respondents also provided recommendations for the improvement of teamwork including the improvement of team structure, process issues, and training. Practical implications of the results, and directions for further investigation in this area, are discussed.
PROFESSIONALS ATTITUDES TOWARDS TEAMWORK IN THE SOCIAL WELFARE ORGANIZATIONS
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1.2. Research definitions:
1.2.1 Social welfare:
Social Welfare has been defined by Katz (1983) as “the provision of relief and rehabilitation for dependent people. By dependents Katz is referring to the poor, the marginalized or in today’s language, those persons deemed to be the most vulnerable within society. What has been happening is that the “relief” aspect of the definition has been emphasized, hence the idea of social welfare being a “hand out” and the “rehabilitation” aspect de-emphasized. As a consequence, many have been heard to say that social welfare perpetuates dependency and by extension the cycle of poverty. Social Welfare, however, as suggested by (Midgley (1997), can also be defined as a state or condition of well-being that exists when social problems are managed, human needs met and social opportunities maximized. It is Midgley’s definition of social welfare that informs this paper and permits the concept to be considered as empowerment. (Ruth Blackman, 2006: 2)
1.2.2 Attitudes:
Comprehensive definition of the attitude indicates that: the attitude is a mental or neural state of readiness, organized through experience, exerting a directive or dynamic influence on the individual's response to all objects and situations to which it is related (Allport, 1935). The former concept explains that attitude is based on knowledge, experience and skills that enable professional to perform tasks effectively. Current study dealing with trends towards teamwork of professionals from the premise that the attitude is composed of three components: the component cognitive and emotional and behavioral component.
1.2.3 TEAMS:
The literature on teams underscores that a team’s structure differs depending upon its purpose, its task, its setting, the mix of professions on the team, and the formal relationships between social welfare professionals on the team. a team can be defined simply as ‘a group of people who make different contributions towards the achievement of a common goal. (Pritchard, 1994: 23) A more comprehensive definition reads: ‘A team is a group of professionals who work together to produce products or deliver services for which they are mutually accountable. Team members share goals and are mutually held accountable for meeting them, they are independent in their accomplishment, and they affect the results through their interactions with one another. Because the team is held collectively accountable, the work of integrating with one another is included among the responsibilities of each member. (Christine Glover, 2000:39)
1.2.4 Teamwork:
It is difficult to arrive at a comprehensive definition of teamwork in all welfare fields. Several concepts exist and researchers in the field of welfare
PROFESSIONALS ATTITUDES TOWARDS TEAMWORK IN THE SOCIAL WELFARE ORGANIZATIONS
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working conditions differ in their view of what teamwork actually means. Social Welfare organization using teamwork can refer to a wide range of possibilities, such as ‘Groups of employees or specific professionals who have at least some collective tasks and where the team members are authorized to regulate mutually the execution of these collective tasks’ (Delarue, 2003: 23) another views indicated that the teamwork is „A permanent group for people with a defined number of professionals. These professionals are committed and they hold a point responsibility for a common purpose, set of performance goals and approach. These goals are based on people demands. The team performs in all areas with a degree of independence and with continuous focus on improvement. (Kuipers, 2005:41)
1.2.5 Multi professionalism:
Multi professionalism is a team or group of individuals or professionals from different disciplines with different and complementary skills, shared values, common aims and objectives. (Christine Glover, 2000:40)
1.3 Theoretical framework:
The Webster dictionary defines teamwork as “work done by several associates with each doing a part but all subordinating personal prominence to the efficiency of the whole.” Current study aims to measure the professionals' attitudes (T-W-A), identify the causal relationship between the personal and environmental determinants (P-E-D) with the professionals' attitudes towards teamwork in social welfare organizations (S-W-O) and identify the impact of demographic and organizational variables in the attitudes of professionals towards teamwork through (A-B-C) model. Current Figure refers to the nature of relationship between personal and environmental determinants and professionals attitudes towards teamwork, and the extension of that relationship to affect of the attitudes components: cognitive, affective and behavioral.
A -W -T
A- C
B- C
C- C
EE-D
IE-D
P-D
FIG (1): TW Attitudes & Determinants
PROFESSIONALS ATTITUDES TOWARDS TEAMWORK IN THE SOCIAL WELFARE ORGANIZATIONS
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1.4 Teamwork theory:
Human team processes have been studied by psychologists since the 1950s. Paris et al. (2008) group the representative theories influencing our understanding of human teamwork into the following categories, that focused on the interactions between team members, the environment surrounding the team, task and function of the team, the way the team's performance, Cannon-Bowers et al. (1995) divide human teamwork into three dimensions: cognitions, skills, and affective . . Stasser et al (1995) identify the cognition or knowledge category includes information about the task such as team mission, objectives, norms, problem models, and resources. Smith et al (1998) describe the Teamwork skills include behaviors such as adaptability, performance monitoring, leadership, communication patterns, and interpersonal coordination. In the other hand Prince et al (1995) identify the Affective measure as: the participants’ feelings about the team: team cohesion, mutual trust, and importance of teamwork. Within the framework of the theoretical about the teamwork, the current study is working to address the professional attitudes through three main components: cognitive component, affective component, and skills or behavior component:
1.5 Study Objectives:
1) Measure the kind of association between organizational determinants and professionals attitude towards teamwork.
2) Measure the significance difference in TW attitude according to the demographic and organizational variables.
3) Identify the personal and environmental determinants that affect on the professionals attitudes towards teamwork in welfare institutions.
4) Estimate the current levels of the professionals' attitudes towards teamwork in the social welfare institutions.
1.6 Study questions:
The current study seeks to answer the following questions 1. What are the main personal and organizational determinants that
affecting on the professionals towards teamwork? 2. What are the main components of the professionals' attitudes
towards teamwork in the social welfare institutions?
1.7 Study hypotheses:
1. There is a statistically significant association between organizational determinants and professionals attitudes towards teamwork.
PROFESSIONALS ATTITUDES TOWARDS TEAMWORK IN THE SOCIAL WELFARE ORGANIZATIONS
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HO:( µµµµ1 ==== µµµµ1)
Hαααα:( µµµµ1 ≠≠≠≠ µµµµ1)
2. There is a statistically significant difference in TW attitudes according to the demographic and organizational variables?
Ho :( µµµµ1 = µµµµ1)
H αααα:( µµµµ1 ≠≠≠≠ µµµµ1) H αααα:( µµµµ1 ≠≠≠≠ µµµµ1)
Ho :( µµµµ1 = µµµµ1)
Profession
Sector
Age
Marital
Education
Teacher
S-worker
Doctor
Nurse
Solidarit
Heath care
Youth
University
30 to 50
Less 30
Married
Female
Male
Gender
Income
Experience
Less (500)
500 to 1000
Over 1000 Less than
(10)
Over (20)
POST G
(10) to (20)
Under G
High
HIGHT S
Attitude component
B component
A component
C component
Over 50
Affect Component
ognitionCComponent
Behavior Component Personal determines
Organizational determines
Affect Component
Cognition Component
Behavior Component Personal determines Organizational determines
Single
FIG (3):Hypotheses2: Development
FIG(2) :Hypotheses1: Development
HO :( µµµµ1 ==== µµµµ1)
H αααα:( µµµµ1 ≠≠≠≠ µµµµ1)
HO :( µµµµ1 ==== µµµµ1)
Hαααα:( µµµµ1 ≠≠≠≠ µµµµ1)
Affect Component
Cognition Component
Behavior Component Organizational determines
FIG (2):Hypotheses1: Development
PROFESSIONALS ATTITUDES TOWARDS TEAMWORK IN THE SOCIAL WELFARE ORGANIZATIONS
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1.8 Research Methodology:
1.8.1 Study Population:
A study population is a group of individuals taken from the general population who share a common characteristic, such as age, sex, or educational level, experience. This group may be studied for different reasons. ( George A, 2000, 504) The current study population is consisted of all professionals in welfare organizations.
1.8.2 Sample
The study was applied on (405) of professionals from social welfare fields in Fayoum governorate, the highest percentage (48.6%) teachers, (21.0%), social workers,(17.0%) doctors, at least (13.3%) nursing staff.
1.8.3 Delimitation of the study
1.8.3.1 Local Delimitation
The current study was applied on welfare organizations in Fayoum governorate.
1.8.3.2 Human Delimitation
They had been applied on a sample that represented by (405) from professionals.
1.8.3.3 Time Delimitation
The current study has taken a period near to six month effective from august 2009 to January 2010.
1.8.4 Limitations of This Study
The most significant limitation of this study is that it focused solely on welfare organization in Fayoum governorate. In order to rectify this limitation, the study is being expanded to include all professions. This measure is based on the three dimensions of professionals' attitude about teamwork. The questioner consist of (44) items, namely affective, behavior, and cognitive components, (A-B-C), and (23) items namely the team work determinations, and (8) items namely demographic variables, total items (75), Responses to these items were made on a 5-point Likert format ranged from 1 = strongly disagree to 5 = strongly agree
PROFESSIONALS ATTITUDES TOWARDS TEAMWORK IN THE SOCIAL WELFARE ORGANIZATIONS
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1.8.6 Scale validity and Reliabilities.
The term reliability refers to the precision of measurement. More specifically, it relates to the consistency or generalizability of measurement. While reliability refers to the psychometric consistency of an instrument or how well it measures some entity, validity has more to do with the entity itself. That is, in addressing validity, psychometricians deal with the utility of an instrument for specific purposes. The manner in which such utility is addressed varies by the purpose of the instrument, but, in the end, a case must be made that the instrument(s) in question “behave” in a manner that is deemed useful by its potential users
1.8.6.1 Validity and Reliability of teamwork attitudes.
The reliability of the questionnaire was tested according to Cronbach Alpha measurements; the reliability coefficient (Alpha) of each element of teamwork attitude was as follows: affective components (0.83); behavior components (0.80); and the cognitive components (0.72), The reliability coefficients of all the three elements of teamwork were above 0.80, which concurs with the suggestion made by Nunnally (1978).
Table.1.1. Mean, St- Deviations, Valaidity and Rel iabilities in Full Sample (N = 405)a.
1.8.6 .2 Validity and Reliability of teamwork attitudes.
The reliability coefficient (Alpha) of each element of teamwork determinants was as follows: personal determinant (0.721); external environment determinant (0.802); and the internal environment determinant (0.823), The reliability coefficients of all the three elements of teamwork determinant were above 0.741.
PROFESSIONALS ATTITUDES TOWARDS TEAMWORK IN THE SOCIAL WELFARE ORGANIZATIONS
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Friedman test confirmed the effectiveness of four items that represent a
major external threats that affect teamwork in social welfare institutions, the
results showed that the item that the system of social welfare in Egypt are
not based on teamwork has achieved an average of the first rank (3.65), the
fourth-ranking item, which refer to the teamwork of multiple constraints in
the system of social welfare Egyptian by man rank (1.90),Test indicates that
there is a statistically significant differences at the level of (0.01) among the
items that reflect the threats associated with the external environment.
2.4 Q.2. What are the main components of the professionals'
attitudes towards teamwork in the SW institutions?
2.4. The Ranking of the attitude component:
Professionals attitudes towards teamwork were divided into three components: cognitive component, affective component and behavior or skill component, the following tables reveal the ranking of those components.
2.4.1 The Ranking of the cognitive component:
2.2.6. The ranking of the Cognitive component a
In teamwork, conflict should always beavoided
9.17 4.0000 4.0000 5.0000
Teamwork accomplishes a task moreeffectively and efficiently thanindividual
7.49 3.0000 4.0000 5.0000
Teamwork contributes to the refinementof professional skills
7.43 3.0000 4.0000 4.0000
Teams always outperform individuals 5.96 2.0000 3.0000 4.0000Teamwork is better than group work 5.61 2.0000 3.0000 4.0000Teamwork based on the diversity. 5.51 2.0000 3.0000 4.0000Teamwork always involves workingtoward a common goal
5.49 2.0000 3.0000 4.0000
Teamwork requires respect for otherprofessional disciplines
5.12 2.0000 3.0000 3.0000
Personal goals can be achievedthrough teamwork environment
5.00 2.0000 3.0000 3.0000
Teamwork contribute to thedevelopment of professional practice
4.96 2.0000 3.0000 3.0000
Teamwork contribute to develop the professional performance
2.4.1. Teamwork attitude and the respondent Gendera.
Mann-Whitney U test was used to determine if there is significant statistical difference between Male – Female respondents on the all main dimension that contains the teamwork attitude. data shows that there is significant statistical difference between male – female respondents on the teamwork attitude, the mean rank of male response is (52525.50) while the male response rank is (29689.50), thus we can say that there is significant statistical difference between tow sub-groups shown by the (.00) significance probability, which is considerably less than (0.05) threshold. So we reject the null and Accept alternative hypothesis that there is a significance difference between Male- Female respondents as two independent variable.
2.6.2. TW attitude and the current level of Education. Data in the table refer to test results Kruskal-Wallis test to determine the statistical differences in responses on the components of the trend towards team work according to the variable level of education (high school - undergraduate - postgraduate).
PROFESSIONALS ATTITUDES TOWARDS TEAMWORK IN THE SOCIAL WELFARE ORGANIZATIONS
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90 175.35 6.473 .039270 210.7345 211.90
40590 189.65 1.751 .417
270 205.4845 214.80
40590 189.15 1.629 .443
270 206.7345 208.30
40590 181.55 3.949 .139
270 208.4545 213.20
405
high schoolundergraduatePostgraduateTotalhigh schoolundergraduatePostgraduateTotalhigh schoolundergraduatePostgraduateTotalhigh schoolundergraduatePostgraduateTotal
Cognitive Components a
Affective Components
Behavior Components
Teamwork Attitude
NMeanRank
KruskalWallis Test
Asymp.Sig.
(2-tailed)
2.4 .2. Teamwork attitude and the respondent Educational L evel.a.
Test showed a statistical In three components (ABC) the results indicates that there was no significant differences between the three sub- groups (secondary school - undergraduate - postgraduate) because the significance probability above (0.05) threshold. So we reject alternative and accept the null hypothesis that there is no significance difference between three educational levels as three independent variable.
2.6.2. TW attitude and the educational level.
57 239.16 6.342 .042225 197.18123 196.89405
57 239.32 8.162 .017225 190.88123 208.34405
57 243.03 7.843 .020225 195.16123 198.79405
57 244.84 9.185 .010225 192.24123 203.29405
less than (10)from (10) to (20)over (20)Totalless than (10)from (10) to (20)over (20)Totalless than (10)from (10) to (20)over (20)Totalless than (10)from (10) to (20)over (20)Total
Cognitive Components a
Affective Components
Behavior Components
Teamwork Attitude
NMeanRank
KruskalWallis Test
Asymp.Sig.
(2-tailed)
2.4.3. Teamwork attitude and the respondent Experience .a.
Table shows the results of Kruskal-Wallis test to determine if there is significant statistical difference between the experience levels of respondents that contain three categories (less than (10) – from (10) to (20) – over (20) years) and all questioner dimensions, Using Kruskal-Wallis to test the occurrence of significant differences between the three levels and the all three components of attitude (ABC). The results indicates that there was no significant differences between the three sub- groups, because the significance probability above (0.05) threshold. The Results enable us to
PROFESSIONALS ATTITUDES TOWARDS TEAMWORK IN THE SOCIAL WELFARE ORGANIZATIONS
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reject alternative hypothesis and accept null hypothesis that there is no significance difference between all subgroups as three independent variable.
2.6.2. TW attitude and the current level of management.
Table below shows the results of Kruskal-Wallis test to determine if there is significant statistical difference between the current level of management of respondents that contain three categories (executive level – middle level – high level) and all questioner dimensions.
2.4.4. Teamwork attitude and the respondent Management le vel .a.
Using Kruskal-Wallis to test the occurrence of significant differences between the all three sub-group executive, middle and high level. In three components (ABC) or professional teamwork attitudes, the results indicates that there was no significant differences between the three categories (executive level – middle level – high level) on the (TWA), because the significance probability above (0.05) threshold. This Result enables us to reject alternative and accept null hypothesis that there is no significance difference between three subgroups as three independent variable.
2.6.2. TW attitude and the kind of profession.
Table below shows the results of Kruskal-Wallis test to determine if
there is significant statistical difference between the teamwork attitudes of
respondents that contain four categories (teacher – doctor – nurse – social
worker) and all questioner dimensions. Using Kruskal-Wallis test to test the
occurrence of significant differences between the four professions and the all
three components of attitude (ABC). The results indicates that there was no
significant differences between the four sub- groups, because the significance
probability above (0.05) threshold. The Results enable us to reject
PROFESSIONALS ATTITUDES TOWARDS TEAMWORK IN THE SOCIAL WELFARE ORGANIZATIONS
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alternative and accept null hypothesis that there is no significance difference
between all subgroups as four independent variable.
PROFESSIONALS ATTITUDES TOWARDS TEAMWORK IN THE SOCIAL WELFARE ORGANIZATIONS
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Table shows the results of Kruskal-Wallis test to determine if there is
significant statistical difference between the welfare sectors of study of
respondents that contain four categories (social solidarity, youth, university
and health sectors) and all dimensions. Using Kruskal-Wallis test to test the
occurrence of significant differences between the all three sub-groups. In
three components (ABC) the results indicates that there was no significant
differences between the four sectors, because the significance probability
above (0.05) threshold. This Result enables us to reject alternative and
accept null hypothesis that there is no significance difference between three
subgroups as four independent variable.
Summary A Study entitled: The professionals attitudes towards teamwork (TW) in
social welfare organizations (SWO), the study applied on fayoum governorate
south Egypt, The research sample was limited to (405) of professionals in
social welfare institutions, , research methodology indicates that the study
belong to the pattern of descriptive studies, results showed weak of attitude
components towards teamwork, the results also confirmed that the cognitive
component achieve the first order by mean rank (2.33), behavioral
component the second rank at (1.84), affective component achieved the
third and final rank at (1.82), Results confirmed that the determinants of the
external environment that affected on the attitude towards teamwork has
achieved the first mean rank at (2.34), followed by the determinants of the
internal environment at (2.28), and come in the third and final the personal
determinants at (1.37), the multi regression Test showed a rejection of the
null hypothesis and accepts the alternative hypothesis: there is a statistically
significant association at a level less than (0.05) between the personal and
environmental determinants as independent variable with the professionals
attitude towards teamwork, to determine the statistical differences the Mann-
Whitney U test and Kruskal-Wallis test showed a reject the null and Accept
alternative hypothesis that there is a significance difference in the
professional attitude according Gender, experience, the kind of professions.
PROFESSIONALS ATTITUDES TOWARDS TEAMWORK IN THE SOCIAL WELFARE ORGANIZATIONS
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References Allport, G., (1935) attitudes. In Murichson, G. Lorcestor, (ed) A Hand book of social psychology, clark university press, worcester, massacausetts. Ann Orloff (2008). Poverty, Social Welfare and Social Policy, University of Ulster, UK. Anne Delarue and Peggy De Prins, (2004) Teamwork in Vlaanderen: universele praktijk of selectief toegepast principe?p 116 - 136, in G. Van Hootegem and B. Cambre, Overwerk(t), Leuven, Acco Anne Delarue, Peggy De Prins. (2004) Teamwork in Vlaanderen: universele praktijk of selectief toegepast principe?p 116 - 136, in G. Van Hootegem and B. Cambre (2004), Overwerk(t), Leuven, Acco Bacon, N. and Blyton, P. (2005) ‘Worker responses to teamworking: Exploring employee attributions of managerial motives’, in International Journal of Human Resource Management , Vol. 16, No. 2. Barker, J. R., (1999) The discipline of teamwork: Participation and concertive control , London, Sage. Bateman, B., Wilson, F. C., & Bingham, D. (2002). Team effectiveness – development of an audit questionnaire. The Journal of Management Development, 21(3/4), 215-226. C. Paris, E. Salas, and J. Cannon-Bowers. (2000) Teamwork in multi person systems: a review and analysis. Ergonomics, 43(8). C. Prince, D. Baker, L. Shreshtha, and E. Salas (1995). Situation awareness in team performance. Human Factors, 37. Campion, A., Medsker, G. J. and Higgs, C., (1993) ‘Relation between work group characteristics and effectiveness: Implications for designing an effective work group’, in Personnel Psychology , Vol. 46, No. 4, pp. 823-850 Christine Glover (2000) Teamworking in Primary Healthcare, final report, Published by the Royal Pharmaceutical Society of Great Britain and the British Medical Association. D’Amour, D., Ferrada-Videla, M., San Martin-Rodriguez, L., & Beaulieu, M. D. (2005, May). The conceptual basis for inter-professional collaboration: Core concepts and theoretical frameworks. Journal of Inter-professional Care, 19(Supplement 1), 116-131 Delarue, A., Stijn, G. and Van Hootegem, G., (2003) Productivity outcomes of teamwork as an effect of team structure , Working paper, Steunpunt OOI, Catholic University of Leuven, available at: Dileni Gunewardena (2001) Urban Poverty in South Asia: What do we know? What do we need to know?, Paper prepared for Poverty Reduction and Social Progress: New Trends and Emerging Lessons Regional dialogue and consultation on WDR2001 for South Asia April 4-6, 1999, Rajendrapur, Bangladesh.
PROFESSIONALS ATTITUDES TOWARDS TEAMWORK IN THE SOCIAL WELFARE ORGANIZATIONS
PROFESSIONALS ATTITUDES TOWARDS TEAMWORK IN THE SOCIAL WELFARE ORGANIZATIONS
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teamwork at Volvo trucks Umeå , Dissertation, University of Groningen, Netherlands, 2005, available at: http://irs.ub.rug.nl/ppn/277970806 Kuipers, B.S., (2005) Team development and team performance: Responsibilities, responsiveness and results. A longitudinal study of teamwork at Volvo trucks Umeå , Dissertation, University of Groningen, Netherlands,, available at: http://irs.ub.rug.nl/ppn/277970806 Laura L. Ellingson (2002) Communication, Collaboration, and Teamwork among Health Care, Centre for the Study of Communication and Culture Professionals, Volume 21 , No. 3 Lemieux-Charles L, Murray M, Baker GR, Barnsley J, Tasa K, and Salahadin AI. (2002) The effects of quality improvement practices on team effectiveness: A mediational model. Journal of Organizational Behaviour 23:533-553. Michael Malone , (2004) Professionals' Attitudes and Perceptions of Teamwork Supporting People with Disabilities, Journal of Developmental and Physical Disabilities, Springer Netherlands, Volume 11, Number 2 /9 Nunnally, J.C (1978). Psychometric Theory (2nd ed.), New York: McEvan-Hill. Ovretveit J (1997) “How to describe inter-professional working” In: “Inter-professional Working for Health and Social Care” (eds J. Ovreteit, P Mathias & T. Thompson), pp 9-33. MacMillan London Pritchard P, Pritchard J. (1994) Teamwork in primary and shared care: a practical workbook. Oxford Medical Publications. Oxford. R. Stout, J. Cannon-Bowers, E. Salas, and D. Milanovich. (1999) Planning, shared mental models, and coordinated performance: an empirical link is established. Human Factors, 41. Robert G. Hayden, (1985) Social Welfare In The Third World: A Study From Germany , Journal of Comparative Social Welfare, Volume 2, Issue 1 & 2 Autumn.. Baden-Baden, Nomos Publishing Co. Ruth Blackman, (2006). Social Welfare as Empowerment, Sir Arthur Lewis Institute of Social and Economic Studies University of the West Indies, Cave Hill, Barbados 7th Annual Conference March 29-31, 2006 Sherbourne Conference Centre, Barbados Sundstrom, E. K., DeMeuse, P., & Futrell, D. (1990). Work teams: Applications and effectiveness. American Psychologist, 2, 12-33.
PROFESSIONALS ATTITUDES TOWARDS TEAMWORK IN THE SOCIAL WELFARE ORGANIZATIONS
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Appendix (1) Study Questioner
SECTION 1 ; Demographic variables : Please answer the following questions by circling t he appropriate number:
Count
Teacher ( )Doctor ( )Nurse ( )Social worker ( )
Social solidarity ( )Youth sector ( )Universitysector ( )
Educationalsectors ( )
Health sector ( )( )
male ( )female ( )
less than (30) ( )from (30) to (50) ( )over (50) ( )
Married ( )Single ( )
high school ( )undergraduate ( )Postgraduate ( )
less than (500) ( )from (500) to(1000) ( )
over (1000) ( )
less than (10) ( )from (10) to (20) ( )over (20) ( )
Middle level ( )Executive level ( )high level ( )
Profession:
Sector:
Gender:
Age:
Marital:
Education:
Income:
Experience:
Demographic variables
Management level:
Sub-variables
PROFESSIONALS ATTITUDES TOWARDS TEAMWORK IN THE SOCIAL WELFARE ORGANIZATIONS
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StrengthsI am training to work throughteam environment
( ) ( ) ( ) ( ) ( )
Professional knowledge enableme to work through team
( ) ( ) ( ) ( ) ( )
Professional skills enable me towork through team
( ) ( ) ( ) ( ) ( )
Professional experience enableme to work through team
( ) ( ) ( ) ( ) ( )
I Initiative seriously in theteamwork
( ) ( ) ( ) ( ) ( )
WeaknessesI am afraid of the professionalidentity from the team work
( ) ( ) ( ) ( ) ( )
Teamwork weaken mypersonality
( ) ( ) ( ) ( ) ( )
Teamwork strengthens theprofession over the other
( ) ( ) ( ) ( ) ( )
Teamwork negatively affect theprofessional status
( ) ( ) ( ) ( ) ( )
Daily work stress adverselyaffect the effectiveness ofteamwork
( ) ( ) ( ) ( ) ( )
type of the tasks requiring towork through teamworkenvironment
( ) ( ) ( ) ( ) ( )
Facilities available for the teamwork
( ) ( ) ( ) ( ) ( )
Internal regulations impedeteamwork environment
( ) ( ) ( ) ( ) ( )
Social welfare services requiredto work through team work.
( ) ( ) ( ) ( ) ( )
Networks of internalenvironment enable teamwork
( ) ( ) ( ) ( ) ( )
Opportunitiesteamwork environment is afeature of the work in theEgyptian society
( ) ( ) ( ) ( ) ( )
Professional management iscommitted to working throughteam
( ) ( ) ( ) ( ) ( )
Incentives for teamworkavailable
( ) ( ) ( ) ( ) ( )
Welfare Services based onteamwork
( ) ( ) ( ) ( ) ( )
ThreatsOrganizational climateencourages the individual work
( ) ( ) ( ) ( ) ( )
Obstacles to teamwork availablein the Egyptian Environmental
( ) ( ) ( ) ( ) ( )
Welfare Services are not basedon teamwork
( ) ( ) ( ) ( ) ( )
Facilities of teamwork is notavailable in the Egyptian society
( ) ( ) ( ) ( ) ( )
personalDeterminants
Internalenvironmentdeterminants
externalenvironmentdeterminants
Strongdisagree
disagree
Neutral agree
Strongagree
PROFESSIONALS ATTITUDES TOWARDS TEAMWORK IN THE SOCIAL WELFARE ORGANIZATIONS
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Cognitivecomponent
Teamwork based on the diversity. ( ) ( ) ( ) ( ) ( )
Teamwork contributes to therefinement of professional skills
نحو العمل في مجاالت الرعاية االجتماعية اتجاهات المهنيين : الدراسة عنوان :ملخص الدراسة تجاهـات ال المعرفية واالنفعاليـة والـسلوكية مكوناتالقياس ، تمثل الهدف الرئيس في "الفريقيلدراسة نحو العمل من خالل بيئة الفريق، تنتمي االعاملين في مجاالت الرعاية االجتماعية المهنيين
وطبقت على عينة ، واعتمدت على المسح االجتماعي بالعينة،إلى نمط الدراسات الوصفية التحليليةمن المهنيين العاملين في مجاالت الرعاية االجتماعية بمحافظة الفيوم جنوب مصر، ) ٤٠٥(قوامها
نحـو ن االتجاهات، وتوصلت إلى أن اتجاهات المهنيي لقياس)C-B-A (واعتمدت على نموذج : المعرفـي ج اختبار فريدمان على أن المكـون أكدت نتائ توصف بالضعف، كما العمل الفريقي
cognitive component )C( للعمل الفريقي قد حققت الترتيب األول بمتوسط ترتيبي قـدره )B( behavior component: يليه من حيث القوة المكون المهـاري أو الـسلوكي ) ٢,٣٤(
، وأتي في الترتيب الثالث واألخير من حيـث األهميـة المكـون )٢,٢٨(ره بمتوسط ترتيبي قد ، وعلى الجاني األخر أكـدت )١,٣٧( بمتوسط قدره )componentaffective )A: االنفعالي
على رفض الفرض الصفري وقبول الفرض Multiple Regression المتعددنتائج االنحداربين المحـددات ) ٠,٠٥( عند مستوى معنوية أقل من حصائياًإالبديل الذي مؤداه توجد عالقة دالة
الشخصية للمهنيين ومحددات بيئة العمل الداخلية والخارجية كمتغيرات مستقلة واالتجاه نحو العمل : من خالل بيئة الفريق في منظمات الرعاية االجتماعية، كما أظهرت نتائج اختبار كرسكل ويلس
Kruskal-Wallis testلفرض الصفري وقبول الفرض البديل القائل بوجود فروق عن رفض افي اتجاهات المهنيين نحـو العمـل الفريقـي ) ٠,٠٥( عند مستوى معنوية أقل من إحصائياًدالة
.اإلداري المستوى – سنوات الخبرة – جنس المبحوث –تختلف تبعا لنوع المهنة