Downsizing and the emergence of self‐managed teams

Abstract

This article explores the effects of downsizing and the subsequent emergence of self‐managed work teams. Continuous and accelerated change has resulted in massive downsizing activities by organizations. A classical model for the planning ‐ implementing ‐ and design of the downsizing process is presented. Group structure and typology is presented in terms of formal versus informal groups. The impact of groups and group dynamics, the stages of group development, and impact upon effectiveness, environment, design and learning processes will be included. Attention is given to the survivors of downsizing who form the foundation of the self‐managed team. Leadership demands are presented in terms of leading the survivors, ensuring commitment and managing the future. The emergence of the SMT in terms of productivity, expectations and the management of conflict complete this exhaustive review of empirical data required for action‐driven organizations in a turbulent environment.

Citation

Appelbaum, S.H., Bethune, M. and Tannenbaum, R. (1999), "Downsizing and the emergence of self‐managed teams", Participation and Empowerment: An International Journal, Vol. 7 No. 5, pp. 109-130. https://doi.org/10.1108/14634449910287837