The paper seeks to create an awareness that by adopting the designation of frontline manager the position should now be demonstrating a more significant contribution from merely supervising work to a wider concern for organisational effectiveness and productivity.
The paper considers ways by which benefit and gains might be achieved by greater voluntary input from the workforce, thereby achieving better cost‐cutting results.
The main finding is the realisation of the latent value of natural teams if their involvement is encouraged and recognised.
The latent value of natural teams exists and can be encouraged.
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