Discusses how, after enduring difficult times in the early 1980s, Carlisle Tire & Rubber undertook a major change in its manufacturing operation with the use of employee involvement and teamwork. Examines the reluctance of some managers and supervisors to participate in the change process. Explores sources of resistance, as well as the role Training can play in helping overcome resistance. Contends that the Training and interventions used have enabled the manufacturing organization to continue the successful implementation of empowered teams and have permitted significant changes in the management organization. Concludes that the use of teams has dramatically improved quality and productivity; changing to a team culture requires total commitment on the part of senior management and organizational leaders.
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