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

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.

Table of Contents:
THEORETICAL FRAMEWORKS FOR UNDERSTANDING THE PERFORMANCE OF SELF-MANAGED WORK TEAMS The Classical and Human Relations Theories Systems Theories and the Emergence of the Socio-Technical and SMWT Perspectives Contingency Theories The Importance of Individual, Technical and Environmental Differences Contemporary Theories Explaining SMWT Performance Development of a Theoretical Framework To Explain SMWT Performance THE WORK PROCESS: ACTUALLY DOING THE WORK WITH EFFORT, TALENT, PROCEDURES AND RESOURCES Effort Placed Directly on the Work THE INTERPERSONAL PROCESS: THE 6 Cs PLUS TRUST Communication and Coordination Cooperation, Collaboration and Conflict Cohesion and Trust Interpersonal Processes between the Team and Others THE ENVIRONMENT SURROUNDING THE SMWT WITHIN AND OUTSIDE THE ORGANIZATION The Organization′s Philosophy, Culture and Its Mission for the SMWTs Performance Appraisal and Assessment Systems The Reward System Types of Rewards Education and Training Systems Information Systems Management Support, Encouragement and Roles Union, Customer, Supplier and Ancillary Support within the Organization The Environment outside the Organization TEAM MEMBER CHARACTERISTICS Talents, Values, Needs, Interests and Prejudices Personality and Demographic Characteristics TEAM DESIGN CHARACTERISTICS Team Goals and Job Design Team Size and Composition Roles of Self-Managed Teams Decision-Making Methods and Processes Team Leader Roles and Responsibilities