| Are self-managing teams worthwhile? A tale of two companies.: An article from: SAM Advanced Management Journal |  | Authors: S. Jay Liebowitz, Kevin T. Holden
Publisher: Society for the Advancement of Management
Category: Book
Buy New: $5.95
Format: Html
Media: Digital
Pages: 16
Publication Date: March 22, 1995
Availability: Available for download now
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Product Description
This digital document is an article from SAM Advanced Management Journal, published by Society for the Advancement of Management on March 22, 1995. The length of the article is 4705 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
From the supplier: Companies that develop and support self-management teams report notable gains in productivity and significant declines in inventory costs. By using the concept of participative management, companies are assured of increased sales since they tend to become more quality conscious and consumer-oriented. A study is presented on how two companies, Motorola Inc. and Corning Inc., used different strategies in the creation and use of self-managing work teams. In the case of Motorola, upper management decided to support innovative work schedules only after it was satisfied with production time results. In the case of Corning, top management played an important role in defining the role and benefits of supervisors and employees.
Citation Details
Title: Are self-managing teams worthwhile? A tale of two companies.
Author: S. Jay Liebowitz
Publication: SAM Advanced Management Journal (Refereed)
Date: March 22, 1995
Publisher: Society for the Advancement of Management
Volume: v60 Issue: n2 Page: p11(7)
Distributed by Thomson Gale
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