Provides theoretical background for examining the development of self‐managed work teams as a total quality management (TQM) intervention at the employee level. Briefly summarizes the current knowledge regarding self‐managed work teams within the context of sociotechnical system design....

This paper reports the findings of a study regarding the reactions of 492 line‐level employees from two Fortune 500 organizations in response to the organizations’ recent implementation of self‐managing work teams (SMWTs). As predicted, we found that anticipatory injustice was...

Describes the background and events leading up to a typical management team‐building workshop.

A programme of introducing teamworking into the business was undertaken at BICC Cables, a leading cable manufacturer. Teamworking allowed managers to combine their efforts in dealing with business strategy and organizational change, and to implement changes in a spirit of common purpose and...

This paper describes a programme of leadership development which has been developed and delivered by an organisation development specialist and a senior line manager. It offers a blend of soft and hard skills, academic and practical approaches, and learning partnerships which use participants’...

The experience of a top team‐building strategy spanning two years is described from two viewpoints: the company′s, Bendix Safety Restraints, and the providers, Sundridge Park Management Centre′s Team Building Services Unit. The development of a client‐consultant collaborative...

Contends that, with the accelerating dynamics of competition and a move of organizations towards more dynamic approaches to strategy formulation and implementation, creativity becomes of key importance for achieving both product and operational excellence. Over the last decade organizations have...

Provides a case study of teambuilding training in a clinical environment. Analyses changes in behaviour for individuals and teams following training, and seeks to provide lessons for the trainer and line manager by drawing out the successes and problems of the intervention. Also provides lessons...

Senior executive teams are often a microcosm of the culture in which they exist, while also responsible for creating that very culture. Thus, developing the senior executive team as an effective coalition is crucial to creating sustainable organization change. However, the unique composition and...

Reports results from an extensive survey of major American change programmes which revealed a set of clusters of interventions. Most typically, the change programmes involved combinations of intervention techniques. Team‐building, strategic planning, skill building and restructuring were the...