Describes the process of team development, emphasizing the role of the team members. Notes the importance of “catalyst” team members and the need for pace in the development process and the meeting of objectives. Gives examples from the author’s experience and concludes that the process is...

Argues that efforts to adapt to increased volatility and uncertainty are still plagued by the traditional wisdom and domination of command‐and‐control hierarchies. In highlighting over two decades of intimation for appropriate organizational structural fit, identifies recurring barriers to...

Purpose – This paper aims to explore whether string quartets (SQs) adopt self‐managed‐team (SMT) principles in line with organizational models of team work. This exploration is significant in face of the status of the SQ as one of the leading and prototypical ensembles in Western music....

Shows the advantages of balancing and maximizing both the people and technical sides of management philosophy, approaches and skills. The current direction of organization into self‐directed or self‐managed work teams provides an excellent opportunity for integrating the thinking, methods...

Explores the rationale and process undertaken to establish self‐managed work teams at a new Walkers Smiths factory in Coventry. Covers the background to the venture; objectives for establishing self‐managed work teams; the actions undertaken to set up the factory; and the transferable...

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,...

The concept of self‐managed work teams is identified as a historically grounded story of success originating in perspectives on Socio‐Technical systems and the Quality of Work Life. Expansion based on early success has focused on structural problems associated with the establishment of teams...

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...

In this article, the authors discuss the characteristics and dynamics of effective teams. They consider the factors influencing interpersonal interactions within a team and consequently propose that there is a variety of strategies which may be employed in any teambuilding initiative. The...

Organizations are increasing their reliance on virtual relationships in structuring operations for a global environment. Like all teams, virtual teams require a solid foundation of mutual trust and collaboration, if they are to function effectively. Identifying and applying appropriate team...