Based on the four principles of self‐organization formulated by Morgan (1986), a four‐stage implementation model for empowering teams was developed. From the first to the last stage, the attention shifts from routine tasks to non‐routine tasks, from the individual to the group, and from...

Provides an insight into the processes of action research. Refers to a case 40 years ago, long before the term “action research” was coined. The process was used to redesign a company’s marketing effort in Sweden. Discusses a team approach to bringing about change. Describes how the team...

Leadership is essential in all organizations and educational institutions are no exception, but the concept of academic leadership is unique in higher education and, arguably, is concerned with leadership that extends beyond the organization into the wider world that higher education...

The introduction of employee empowerment through a self‐managed work teams programme into an organization further requires the introduction of multifaceted changes in person‐job relationships and the whole organizational hierarchy. The self‐managed teams concept can be seen as a strategy...

Looks at the findings and recommendations of an Industrial Society ‘Managing Best Practice’ journal on empowerment and its implications for senior managers. Advocates that empowerment's key concepts are: giving the necessary authority responsibility and resources to those closest to the...

This article focuses on the various important attributes of a self‐directed work team that are necessary to create a successful team effort. These aspects of a successful team were examined through the coaching philosophy of John Wooden, former basketball coach at the University of California,...

Investigates the relationships between team‐based management systems and organizational effectiveness across a variety of settings throughout the USA. Uses a validated instrument on organizational effectiveness to gather data. Presents survey results to support the claims of team‐based...