High-Performing Self-Managed Work Teams: A Comparison of Theory to PracticeSAGE Publications, 1997 M11 26 - 397 pages 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. |
Contents
| 1 | |
| 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 |
References | 347 |
| 365 | |
| 367 | |
About the Authors | 379 |
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Common terms and phrases
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