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ReferencesNavigation arrowAuthorsNavigation arrowJulie M. Urban

Publication statistics

Pub. period:1992-1994
Pub. count:5
Number of co-authors:8



Co-authors

Number of publications with 3 favourite co-authors:

Clint A. Bowers:4
Nalini Maniam:2
Curt C. Braun:2

 

 

Productive colleagues

Julie M. Urban's 3 most productive colleagues in number of publications:

Curt C. Braun:16
Clint A. Bowers:12
Ben B. Morgan:6
 
 
 
Jun 18

“ Computer programs emerge as the outcome of complex human processes of cognition, communication and negotiation, which serve to establish the meaningful embedding of the computer system in its intended use context. ”

-- Floyd, 1992, p. 24

 
 

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Julie M. Urban

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Publications by Julie M. Urban (bibliography)

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1994
 
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Weaver, Jeanne L., Urban, Julie M., Maniam, Nalini and Bowers, Clint A. (1994): Team Skill Acquisition: Team and Individual Performance Effects of Feedback. In: Proceedings of the Human Factors and Ergonomics Society 38th Annual Meeting 1994. pp. 1209-1213.

“Although team development research has, to some extent, addressed the various components of team functioning, leer studies have failed to sufficiently clarify what influences teams as they acquire the various skills that constitute complex team performance. Similarly, research regarding team structure, as of yet, has failed to fully determine how teams under various structures should be trained in order to optimize their ability to perform complex (i.e., both team and individual) tasks. Thus, there is a need to investigate differential developmental trends in teams of varying structure. Additionally, research is required to identify interventions which might optimize the developmental process. Although the effects of feedback are becoming increasingly well investigated, there has been relatively little investigation regarding the impact of feedback given on multiple task performance. The current study investigates the impact of feedback given, over time, regarding team vs. individual tasks in teams of two structures: non-hierarchical vs. product. Results supported the hypothesized differential effects of feedback type during skill acquisition under varying levels of structure.”

© All rights reserved Weaver et al. and/or Human Factors Society

 
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Urban, Julie M., Bowers, Clint A., Morgan, Ben B. and Maniam, Nalini (1994): The Effects of Workload and Uncertainty on Team Development. In: Proceedings of the Human Factors and Ergonomics Society 38th Annual Meeting 1994. pp. 1234-1237.

“Two studies were performed that attempted to test and extend the team development theory of "punctuated equilibrium" proposed by Gersick (1988). In the first study, twelve five-person teams performed a resource allocation task, either under low or high workload. In the second study, twelve three-person teams performed an adapted version of this resource allocation task under either certain or uncertain task conditions. Various aspects of performance were assessed. The results of these studies support Gersick's contention that teams do go through one marked period of transition. However, this transition does not necessarily occur in the midpoint of the team's life cycle.”

© All rights reserved Urban et al. and/or Human Factors Society

1993
 
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Urban, Julie M., Bowers, Clint A., Monday, Susan D. and Morgan, Jr. Ben B. (1993): Effects of Workload on Communication Processes in Decision Making Teams: An Empirical Study with Implications for Training. In: Proceedings of the Human Factors and Ergonomics Society 37th Annual Meeting 1993. pp. 1233-1237.

“Recent empirical studies of decision making in teams demonstrate that team structure and workload significantly influence team performance. In many operational environments, however, it is impossible to change these factors, even as a mechanism for enhancing team performance. Therefore, it is necessary to create training interventions that will optimize performance within existing team structures and workload levels. Several studies suggest that team processes are the most likely target for this type of intervention. The current investigation sought to develop a laboratory analogue of a common team structure (i.e., the "product team") and to assess the effects of high and low workload on team performance processes within this structure. The results suggest that different communication behaviors facilitate effective performance under low and high workload.”

© All rights reserved Urban et al. and/or Human Factors Society

1992
 
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Urban, Julie M., Braun, Curt C. and Weaver, Jeanne L. (1992): The Human Factors Toxicologist. In: Proceedings of the Human Factors Society 36th Annual Meeting 1992. pp. 572-574.

“Toxicology is a relatively new science in which much work is needed. The human factors professional is uniquely qualified to contribute to this field in a variety of ways. On a long-term basis, the work of the human factors professional is needed for a) the development of appropriate testing procedures to identify situations of unknown exposure, and b) the monitoring of research on the effects of specific toxins to serve the basis of legal exposure standards. There is also an immediate need for the human factors professional's knowledge of systems integration, design, and training to protect the human from the toxins to which he/she may be currently exposed in a variety of environments.”

© All rights reserved Urban et al. and/or Human Factors Society

 
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Urban, Julie M., Bowers, Clint A., Morgan, Jr. Ben B., Braun, Curt C. and Kline, Paul B. (1992): The Effects of Hierarchical Structure and Workload on the Performance of Team and Individual Tasks. In: Proceedings of the Human Factors Society 36th Annual Meeting 1992. pp. 829-833.

“This study represents an attempt to understand the individual and team level performance processes and communication of tactical decision making teams. The findings of a past study on decision making in dyads (Kleinman&Serfaty, 1989) was replicated and extended to include (a) larger teams (b) hierarchically structured teams (c) concurrent performance of team and individual tasks, and (d) verbal communication, in an attempt to enhance the generalizability of the research. The major findings of the current study differ from those reported by Kleinman and his colleagues (1989).”

© All rights reserved Urban et al. and/or Human Factors Society

 
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Changes to this page (author)

26 Jun 2007: Modified
26 Jun 2007: Modified
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26 Jun 2007: Added

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URL: http://www.interaction-design.org/references/authors/julie_m__urban.html

Publication statistics

Pub. period:1992-1994
Pub. count:5
Number of co-authors:8



Co-authors

Number of publications with 3 favourite co-authors:

Clint A. Bowers:4
Nalini Maniam:2
Curt C. Braun:2

 

 

Productive colleagues

Julie M. Urban's 3 most productive colleagues in number of publications:

Curt C. Braun:16
Clint A. Bowers:12
Ben B. Morgan:6
 
 
 
Jun 18

“ Computer programs emerge as the outcome of complex human processes of cognition, communication and negotiation, which serve to establish the meaningful embedding of the computer system in its intended use context. ”

-- Floyd, 1992, p. 24

 
 

Featured chapter

Read the fascinating history of Wearable Computing, told by its father, Steve Mann

Read Steve's chapter !

 
 

Latest books

The Social Design of Technical Systems: Building technologies for communities
by Brian Whitworth and Adnan Ahmad

 
Start reading

The Encyclopedia of Human-Computer Interaction, 2nd Ed.
by Mads Soegaard and Rikke Friis Dam

 
Start reading
 
 

Help us help you!

 
 
 
 
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