Self-managed teams: The productivity breakthrough of the 1990s

Self-managed work teams (SMT) are a new way of structuring, managing, and rewarding work. Companies have adopted SMTs to meet the competitive challenges they face in the 1990s. This creative work design involves a highly integrated team of several skilled and cross-trained employees who have the res...

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Bibliographic Details
Published in:Journal of managerial psychology 1994-10, Vol.9 (7), p.25
Main Authors: Abbasi, Sami M, Hollman, Kenneth W
Format: Article
Language:English
Subjects:
Advantages
Bureaucracy
Decision making
Employees
Employment
Guidelines
Occupational psychology
Participatory management
Productivity
Reporting requirements
Self directed work teams
Skills
Teamwork
Workers
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Summary:Self-managed work teams (SMT) are a new way of structuring, managing, and rewarding work. Companies have adopted SMTs to meet the competitive challenges they face in the 1990s. This creative work design involves a highly integrated team of several skilled and cross-trained employees who have the responsibility and authority to carry out a well-defined function. The commitment of top management is essential to the success of an SMT initiative. Although supervisors, unions, and employees may be resistance to SMTs, companies which carefully select team members and provide them with the necessary training and resources generally find that the benefits of SMTs far outweigh the costs involved.
ISSN:0268-3946
1758-7778