LEADER 04541nam 2200577 a 450 001 9910790969703321 005 20161219111805.0 010 $a1-322-42073-4 010 $a1-4833-2821-X 010 $a1-4522-5027-8 035 $a(CKB)2550000001194228 035 $a(EBL)1598454 035 $a(SSID)ssj0001112237 035 $a(PQKBManifestationID)12444203 035 $a(PQKBTitleCode)TC0001112237 035 $a(PQKBWorkID)11161764 035 $a(PQKB)11776478 035 $a(MiAaPQ)EBC1598454 035 $a(OCoLC)1017732502 035 $a(StDuBDS)EDZ0000159504 035 $a(EXLCZ)992550000001194228 100 $a20130912d1998 fy 0 101 0 $aeng 135 $aur||||||||||| 181 $ctxt 182 $cc 183 $acr 200 10$aHigh-performing self-managed work teams$b[electronic resource] $ea comparison of theory to practice /$fDale E. Yeatts, Cloyd Hyten 210 $aThousand Oaks, Calif. $cSAGE$d1998 215 $a1 online resource (xvii, 379 p.) $cill 300 $aDescription based upon print version of record. 311 $a0-7619-0470-0 311 $a0-7619-0469-7 320 $aIncludes bibliographical references and index. 327 $aCover; Contents; Preface and Acknowledgments; Part I - Theoretical Frameworks for Understanding the Performance of Self-Managed Work Teams; Chapter 1 - The Classical and Human Relations Theories; Chapter 2 - Systems Theories and the Emergence of the Sociotechnical and SMWT Perspectives; Chapter 3 - Contingency Theories: The Importance of Individual, Technical, and Environmental Differences; Chapter 4 - Contemporary Theories Explaining SMWT Performance; Chapter 5 - Development of a Theoretical Framework to Explain SMWT Performance 327 $aPart II - The Work Process: Actually Doing the Work with Effort, Talent, Procedures, and ResourcesChapter 6 - Effort Placed Directly on the Work; Chapter 7 - Talent, Resources, and Procedures for Doing the Work; Part III - The Interpersonal Process: The 6 Cs Plus Trust within and outside the Team; Chapter 8 - Communication and Coordination; Chapter 9 - Cooperation, Collaboration, and Conflict; Chapter 10 - Cohesion and Trust; Chapter 11 - Interpersonal Processes between the Team and Others; Part IV - The Environment Surrounding the SMWT within and outside the Organization 327 $aChapter 12 - The Organization's Philosophy, Culture, and Mission for the SMWTsChapter 13 - Performance Measurement: Appraisal and Assessment Systems; Chapter 14 - The Reward System; Chapter 15 - Types of Rewards; Chapter 16 - Education and Training Systems; Chapter 17 - Information Systems; Chapter 18 - Management Support, Encouragement, and Roles; Chapter 19 - Union, Customer, Supplier, and Ancillary Support within the Organization; Chapter 20 - The Environment outside the Organization; Part V - Team Member Characteristics; Chapter 21 - Talents, Values, Needs, Interests, and Prejudices 327 $aChapter 22 - Personality and Demographic CharacteristicsPart VI - Team Design Characteristics; Chapter 23 - Team Goals and Job Design; Chapter 24 - Team Size and Composition; Chapter 25 - Roles of Self-Managed Teams; Chapter 26 - Decision-Making Methods and Processes; Chapter 27 - Team Leader Roles and Responsibilities; Appendix A: Research Methods; Appendix B: In-Person Survey Instrument for All Team Members; Appendix C: In-Person Survey Instrument for All Relevant Managers 327 $aAppendix D: Survey Instrument Completed by Observer/Interviewer after Multiple Observations of the Team and in-Person InterviewsAppendix E: Self-Administered Survey Instrument Completed by All Team Members; References; Other Suggested Readings; Index; About the Authors 330 8 $aSince 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. 606 $aSelf-directed work teams 615 0$aSelf-directed work teams. 676 $a658.4036 700 $aYeatts$b Dale E.$f1952-$01579273 701 $aHyten$b Cloyd$01579274 801 0$bStDuBDS 801 1$bStDuBDS 906 $aBOOK 912 $a9910790969703321 996 $aHigh-performing self-managed work teams$93859270 997 $aUNINA