Journal ArticleDOI
Thomas G. Cummings and Walter H. Griggs. Worker Reactions to Autonomous Work Groups. Organization and Administrative Sciences, 1976-77,7(4), 87-100
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This paper found that workers acceptance of or alienation from middle-class work norms may determine whether or not autonomous groups are both productive and satisfying to their members, and that individual differences may affect autonomous group functioning.Abstract:
Additional research suggesting that individual differences may affect autonomous group functioning was reviewed. In particular, it was found that workers’ acceptance of or alienation from middle-class work norms (or values) may determine whether or not autonomous groups are both productive and satisfying to their members. Data were collected from fifty-six blue-collar workers who had been working in autonomous groups (of about six persons) for approximately nine months. All workers were union members who had volunteered to participate in a union-management job-redesign experiment in an industrialread more
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A Predictive Model of Self-Managing Work Team Effectiveness:
TL;DR: In this article, a theoretically-driven model of self-managing work team effectiveness is defined as both high performance and employee quality of work life, which is tested with structural equations modeling.
Journal ArticleDOI
The critical role of conflict resolution in teams: a close look at the links between conflict type, conflict management strategies, and team outcomes.
TL;DR: It is suggested that groups that improve or maintain top performance over time share 3 conflict resolution tendencies: focusing on the content of interpersonal interactions rather than delivery style, explicitly discussing reasons behind any decisions reached in accepting and distributing work assignments, and assigning work to members who have the relevant task expertise.
Journal ArticleDOI
How Leaders Foster Self-Managing Team Effectiveness: Design Choices Versus Hands-on Coaching
TL;DR: In this article, a multi-method field study examines the relative effects of two kinds of leader behaviors (design choices and hands-on coaching) on the effectiveness of self-managing teams.
Designing effective self-managing work teams
Ceo Publication,Susan G. Cohen +1 more
TL;DR: Cohen et al. as mentioned in this paper proposed a model of self-managing work teams (SMWT) effectiveness derived from several theories of organizational behavior and empirical work, and three dimensions of effectiveness are considered: team performance, employee attitudes, and withdrawal behaviors.
Journal ArticleDOI
Self-Management and Team-Making in Cross-Functional Work Teams: Discovering the Keys to Becoming an Integrated Team
Mary Uhl-Bien,George B. Graen +1 more
TL;DR: In this article, self-management and team-making models are applied to cross-functional project designs to develop a theoretical framework for the investigation of teamwork effectiveness for integrated cross-function project teams.
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