High-Performing Self-Managed Work Teams: A Comparison of Theory to Practice

Front Cover
SAGE 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.

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Contents

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
Other Suggested Readings
365
Index
367
About the Authors
379
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