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.
Elmuti, D. (1996), "The perceived impact of team‐based management systems on organizational effectiveness", International Journal of Manpower, Vol. 17 No. 8, pp. 4-17. https://doi.org/10.1108/01437729610154136Download as .RIS
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