The idea of slef-managed teams emerged (somewhat quietly) in the late 1950s and early 1960s, pinoeered by such companies as Procter & Gamble, The Mead Corporation, Cummins Engine Company and General Food Corporation. But these experiments occured when there was no pressing need for radical change in work organization. At the time, the united States was clinging to its position as the world`s premier producer. True, US productivity rates were beginning to decline, but this could be `fixed` by adding automation, fine-tuning the division of labor, and motivating workers.

It was not until the mid 1980s that information about self-managed teams (or high performance teams, as they are sometimes called) was published. By then, manufacturing executives had changed their approach. According to their new competitiveness formula, high involvement from workers was a key factor. Only by tapping into the commitment and creativity of all workers could industry raise quality, cut waste, and keep costs manageable.



Contents:

*foreword

*the new plant revolution revisited by Edward E. Lawler III

*the new plant approach : a second generation approach by Edward E. Lawler III

*managing in the high-commitment workplace by K. Kim Fisher

*operating without supervisors : an experiment by Thomas O. taylor / Donald J. Friedman / Dennis Couture

*managing the bossless team: lessons in distributed leadership by David Barry

*preparing for an organizational change to self-management : the managerial transition by Charles C. manz / David E. Keating / Anne Donnelon

*employee self-management without formally designated teams : an alternative road to empowerment by Frank Shipper / Charles C. Manz

*what makes a team work? by Clarence Deal / Lee Bolman