High-Performing Self-Managed Work Teams: A Comparison of Theory to PracticeSAGE, 1998 - 379 pages `This book is a must for scholars and practitioners interested in managing work teams in organizations.... Yeatts and Hyten have written an excellent reference work. The book synthesizes a wealth of prior research into a testable model of Self-Managed Work Team performance' - Management Learning`The work is wide-ranging in its scope but retains a clear focus and coherence throughout.' International Journal of Public-Private PartnershipsSince the mid-1970s, pressure from international competition has forced business in the United States to look for better ways to achieve and maintain a competitive position. One popular tool is the self-managed work-team (SMWT). This book provides a thorough examination of SMWT both at the level of theory and at the practical level of when to use work teams to find solutions and how to develop successful teams.By examining the most widely accepted theories of work-team performance, illustrated by 10 case studies from the areas of manufacturing, public service and health care, the authors define: how high-performing self-managed work teams differ from work groups and short-term teams; the problems which compel an organization to create such teams; the factors which explain successful self-managed work teams; and how to develop high performing cost-effective teams. |
Contents
Part I Theoretical Frameworks for Understanding the Performance of SelfManaged Work Teams | 1 |
Chapter 1 The Classical and Human Relations Theories | 3 |
Chapter 2 Systems Theories and the Emergence of the Sociotechnical and SMWT Perspectives | 10 |
The Importance of Individual Technical and Environmental Differences | 18 |
Chapter 4 Contemporary Theories Explaining SMWT Performance | 24 |
Chapter 5 Development of a Theoretical Framework to Explain SMWT Performance | 47 |
Actually Doing the Work with Effort Talent Procedures and Resources | 57 |
Chapter 6 Effort Placed Directly on the Work | 59 |
Chapter 19 Union Customer Supplier and Ancillary Support within the Organization | 200 |
Chapter 20 The Environment outside the Organization | 207 |
Part V Team Member Characteristics | 221 |
Chapter 21 Talents Values Needs Interests and Prejudices | 225 |
Chapter 22 Personality and Demographic Characteristics | 233 |
Part VI Team Design Characteristics | 243 |
Chapter 23 Team Goals and Job Design | 245 |
Chapter 24 Team Size and Composition | 256 |
Chapter 7 Talent Resources and Procedures for Doing the Work | 67 |
The 6 Cs Plus Trust within and outside the Team | 77 |
Chapter 8 Communication and Coordination | 79 |
Chapter 9 Cooperation Collaboration and Conflict | 89 |
Chapter 10 Cohesion and Trust | 97 |
Chapter 11 Interpersonal Processes between the Team and Others | 105 |
Part IV The Environment Surrounding the SMWT within and outside the Organization | 111 |
Chapter 12 The Organizations Philosophy Culture and Mission for the SMWTs | 113 |
Appraisal and Assessment Systems | 122 |
Chapter 14 The Reward System | 142 |
Chapter 15 Types of Rewards | 157 |
Chapter 16 Education and Training Systems | 172 |
Chapter 17 Information Systems | 182 |
Chapter 18 Management Support Encouragement and Roles | 190 |
Chapter 25 Roles of SelfManaged Teams | 269 |
Chapter 26 DecisionMaking Methods and Processes | 289 |
Chapter 27 Team Leader Roles and Responsibilities | 302 |
Research Methods | 309 |
InPerson Survey Instrument for All Team Members | 317 |
InPerson Survey Instrument for All Relevant Managers | 324 |
Survey Instrument Completed by ObserverInterviewer after Multiple Observations of the Team and inPerson Interviews | 329 |
SelfAdministered Survey Instrument Completed by All Team Members | 341 |
| 347 | |
Other Suggested Readings | 365 |
| 367 | |
About the Authors | 379 |
Other editions - View all
Common terms and phrases
affect the team's appeared appropriate behavior cohesion commitment communication coordination culture customers decision decision-making process education and training effort employees environment example explained feedback flextime Furthermore gainsharing goal theory goals government SMWT GROUP SYNERGY groupthink Hackman high level high-performing teams identify important improvement individual influence information system input interactions interpersonal processes job enrichment Johnson & Johnson lack Lawler low-performing teams mance manufacturing SMWT measures ment motivation needed negative effects nursing home Oldham organization organization's organizational organizational culture peer appraisals performance appraisals positive effects problems procedures process factors programs reported responsibilities result reward system roles SMWT members SMWT performance SMWT we studied SMWT's social social loafing sociotechnical systems theory specific subsequently suppliers systems theorists talent team design team leader team meetings team member characteristics team performance team's ability team's work process technical theorists theory tion typically variety