Restates some old truths and suggests some new areas within the special areas of maintenance multi‐skilling teams. Multi‐skilled teamworking, properly resourced as a cultural change process and not an administrative reform, can assure business success by making teamworking useful across the whole workforce. Discusses the flexibility of labour debate and the problems found when implementing multi‐skilled teams. Looks at what managers hope to gain from multi‐skilled teams and what is to be done as a result of these findings.
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