Empowered teams: creating self-directed work groups that improve quality, productivity, and participation
Jossey-Bass, Jul 26, 1991 - Business & Economics - 258 pages
"The most complete treatment I've seen on the subject....If you're making the move to self-directed work teams, this is the book to read!"--Chuck Day, editor-in-chief, Industry WeekEmpowered Teams provides the frank answers to questions about how teams work, what makes them effective, when they are useful, how to get them going, and how to maintain their vigor and productivity over the long haul. Draws on a survey of over five hundred organizations and an in-depth study of twenty-eight companies (conducted jointly by Industry Week and the Association for Quality and Participation).
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Key Differences Between Traditional Organizations
HOW TEAMS WORK
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assessment bers Buick City Chapter coaching Colgate-Palmolive commitment communication cross-training culture decisions design process design team Dickinson and Company dimensions Disagree Strongly Agree effective employee involvement empowered teams empowerment continuum evaluate example facilitators Figure functions goals group leader handle Hannaford Brothers individual internal interviews job analysis job skills Johnsonville Foods Lake Superior leadership responsibilities maintenance manufacturing ment multiskilling operation organization's organizational organizations participation percent performance appraisal plant positions problems production quality circles Robert Hass role Schreiber Foods SDTs selection system self-directed teams self-directed work teams senior management share shift skills training Stage start-up steering committee Strongly Disagree Strongly success supervisors suppliers Survey sample tasks team concept team design team development team implementation team leader team meeting team mem team members team performance team process team's teamwork technical tion traditional union vision and values workers