Since the mid-1970s, pressure from international competition has forced U.S. businesses to look for better ways to achieve and maintain a competitive position. At the same time, public organizations have been asked to produce their services with fewer dollars. The result of these trends has been a growing urgency among public and private organizations to find new ways of reducing their expenses while maintaining or increasing productivity and quality. One popular tool is the self-managed work team (SMWT). How is it different than a work group or short-term team? Which problems compel an organization to create an SMWT? What factors explain successful SMWTs? What must the organization do to develop high-performance, cost-effective teams? In High-Performing Self-Managed Work Teams, Dale E. Yeatts and Cloyd Hyten, Principle Investigators for the three-year National Science Foundation study of the performance of SMWTs, answer these questions and thoroughly examine the most widely accepted theories that attempt to explain SMWT performance. They introduce a synthesis of these theories based on 10 case studies from three different settings: manufacturing, public service, and health care. In an accessible style, the authors lead students and professionals to better understand the theory behind SMWTs as well as the practical aspects of when to use SMWTs to find solutions and how to develop achieving teams. This book appeals to practitioners and scholars in management, human resources, organization studies, industrial psychology, public administration, organizational communication, marketing, sociology, public health, and nursing.
Innehållsförteckning
THEORETICAL FRAMEWORKS FOR UNDERSTANDING THE PERFORMANCE OF SELF-MANAGED WORK TEAMS
The Classical and Human Relations Theories
Systems Theories and the Emergence of the Socio-Technical and SMWT Perspectives
Contingency Theories
The Importance of Individual, Technical and Environmental Differences
Contemporary Theories Explaining SMWT Performance
Development of a Theoretical Framework To Explain SMWT Performance
THE WORK PROCESS: ACTUALLY DOING THE WORK WITH EFFORT, TALENT, PROCEDURES AND RESOURCES
Effort Placed Directly on the Work
THE INTERPERSONAL PROCESS: THE 6 Cs PLUS TRUST
Communication and Coordination
Cooperation, Collaboration and Conflict
Cohesion and Trust
Interpersonal Processes between the Team and Others
THE ENVIRONMENT SURROUNDING THE SMWT WITHIN AND OUTSIDE THE ORGANIZATION
The Organization′s Philosophy, Culture and Its Mission for the SMWTs
Performance Appraisal and Assessment Systems
The Reward System
Types of Rewards
Education and Training Systems
Information Systems
Management Support, Encouragement and Roles
Union, Customer, Supplier and Ancillary Support within the Organization
The Environment outside the Organization
TEAM MEMBER CHARACTERISTICS
Talents, Values, Needs, Interests and Prejudices
Personality and Demographic Characteristics
TEAM DESIGN CHARACTERISTICS
Team Goals and Job Design
Team Size and Composition
Roles of Self-Managed Teams
Decision-Making Methods and Processes
Team Leader Roles and Responsibilities
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