Discusses the creation of self‐directed teams in the service industry in a bid to improve processing time, reduce the number of “hand‐offs” and create more interesting customer‐focused jobs for employees. Explores the definition of a self‐directed team, and reviews service organizations which use them. Questions the merits of system and provides three factors for consideration ‐ interdependence, supportive culture and management skill and willingness. Gives a structure for redesigning service organizations into self‐directed teams, and suggests that, when working efficiently, this system can revolutionize the workplace by providing a faster service for customers and greater job satisfaction for employees.
Wilson, J. and George, J. (1992), "Risks and rewards", Managing Service Quality: An International Journal, Vol. 2 No. 5, pp. 263-267. https://doi.org/10.1108/09604529210029489Download as .RIS
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