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



January 1998 | 397 pages | SAGE Publications, Inc
`This book is a must for scholars and practitioners interested in managing work teams in organizations.... Yeatts and Hyten have written an excellent reference work. The book synthesizes a wealth of prior research into a testable model of Self-Managed Work Team performance' - Management Learning

`The work is wide-ranging in its scope but retains a clear focus and coherence throughout.' International Journal of Public-Private Partnerships

Since the mid-1970s, pressure from international competition has forced business in the United States to look for better ways to achieve and maintain a competitive position. One popular tool is the self-managed work-team (SMWT). This book provides a thorough examination of SMWT both at the level of theory and at the practical level of when to use work teams to find solutions and how to develop successful teams.

By examining the most widely accepted theories of work-team performance, illustrated by 10 case studies from the areas of manufacturing, public service and health care, the authors define: how high-performing self-managed work teams differ from work groups and short-term teams; the problems which compel an organization to create such teams; the factors which explain successful self-managed work teams; and how to develop high performing cost-effective teams.

 
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

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