Self-directed work teams: the new American challenge
Self-Directed Work Teams shows employees from diverse areas of a company how to work together efficiently so the organization can compete more effectively. It includes case histories from TRW, Cummins Engine, General Electric, Blue Cross of Ohio, Hughes Tool and many others. It provides: a practical ``why, what and how'' for understanding and implementing this revolutionary new service and manufacturing concept; the means for motivating line employees and improving job performance; a blueprint for increasing employee productivity; a method that reduces the need for lawyers of corporate bureaucracy.
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A TOOL FOR THE TWENTYFIRST CENTURY
CAN WORK TEAMS WORK HERE?
THE FEASIBILITY STUDY 239
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achieve areas awareness training behaviors blue-collar Borg-Warner coaching commitment consultant corporate cross-training decision-making authority decisions design team develop efforts employee involvement encourage example executives facilitator feasibility study feedback Flowers for Algernon functions gain-sharing give goals guidelines hand-off plan human resources ideas improve individual initial internal customers interpersonal skills issues Joe Cox leadership managers and supervisors mature teams ment middle managers mission statement Needs a Boss operational organization organizational participation pay-for-skill system peer percent performance appraisal problem solving procedures Procter & Gamble production teams quality circles reinforce responsibilities reward says selection self-directed teams self-directed work teams self-management session specific Stage standards start-up steering committee strategic structure support groups tasks team leader team meetings team mem team members team's teams need technical Tightly Formed Teams tions transition to teams union usually what's white-collar workers work-team members workers