Delayering has spread to the public sector with the US Army going to a team‐based structure in one of its R&D organizations. This organization has wrestled with many issues concerning team effectiveness, quality management, and customer satisfaction during this delayering process. Beginning with eight management levels, the organization went to three levels and later back to five levels. Summarizes their experience, including data from an employee survey conducted after the delayering to assess satisfaction with the new structure and to help in improving the overall effectiveness of the organization.
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