The perceived impact of team‐based management systems on organizational effectiveness

The perceived impact of team‐based management systems on organizational effectiveness 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 management proponents that the technique improves participants’ productivity, quality, satisfaction, performance, and appears to be effective. However, less than half of the surveyed respondents who implemented team‐based systems indicated that their self‐managed team programmes had failed to achieve their stated objectives of influencing and enhancing organizational effectiveness. A major implication of this study is that the introduction of team‐based programmes into an organization further requires the introduction of multifaceted changes in person‐job relationships and the whole organizational hierarchy. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Manpower Emerald Publishing

The perceived impact of team‐based management systems on organizational effectiveness

International Journal of Manpower, Volume 17 (8): 14 – Dec 1, 1996

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Publisher
Emerald Publishing
Copyright
Copyright © 1996 MCB UP Ltd. All rights reserved.
ISSN
0143-7720
DOI
10.1108/01437729610154136
Publisher site
See Article on Publisher Site

Abstract

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 management proponents that the technique improves participants’ productivity, quality, satisfaction, performance, and appears to be effective. However, less than half of the surveyed respondents who implemented team‐based systems indicated that their self‐managed team programmes had failed to achieve their stated objectives of influencing and enhancing organizational effectiveness. A major implication of this study is that the introduction of team‐based programmes into an organization further requires the introduction of multifaceted changes in person‐job relationships and the whole organizational hierarchy.

Journal

International Journal of ManpowerEmerald Publishing

Published: Dec 1, 1996

Keywords: Organizational effectiveness; Performance; Productivity; Quality; Self‐managing teams; USA

References

  • Quality Is Free
    Crosby, P.

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