Planning Self-Managed Work Groups. Features of Self-Managed Work Groups. Results of Using Self-Managed Work Groups. Issues and Implications in Using Self-Managed Work Groups. Status of Ohio Manufacturing Companies.

Autor/inn/en	Smylie, Patrick E.; Jacobs, Ronald L.
Institution	Ohio State Univ., Columbus. Coll. of Education.
Titel	Planning Self-Managed Work Groups. Features of Self-Managed Work Groups. Results of Using Self-Managed Work Groups. Issues and Implications in Using Self-Managed Work Groups. Status of Ohio Manufacturing Companies.
Quelle	(1991), (33 Seiten) PDF als Volltext kostenfreie Datei Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Monographie
Schlagwörter	Adults; Business Administration; Employee Responsibility; Employer Employee Relationship; Employment Practices; Human Factors Engineering; Industrial Personnel; Job Enrichment; Labor Conditions; Manufacturing; Manufacturing Industry; Organizational Development; Quality of Working Life; Self Directed Groups; Work Environment; Ohio + Suchen Sie Ihr Suchwort? Business economics; Betriebswirtschaft; Berufspraxis; Arbeitsplatzgestaltung; Arbeitsbedingungen; Herstellung; Fertigungswirtschaft; Produzierendes Gewerbe; Organisationsentwicklung; Arbeitsqualität; Arbeitsmilieu
Abstract	A study was conducted to describe the present status of self-managed work groups in Ohio manufacturing companies. Data for the study were gathered through lengthy interviews and site visits with 45 manufacturing companies in the state, 24 employing 2,000-14,000 workers and 21 employing 300 to 1,900 workers. The results of the study are presented in four separate reports contained in this document. They address the following subjects: (1) planning to use self-managed work groups, which answers questions about the planning processes used, goals that have been identified, the role of pilot areas, and training programs that are provided; (2) features of such groups, including what company structures and what features are used, the roles of steering committees and group leaders, and what other organizational changes have occurred; (3) results of using self-managed work groups, outlining what job and processes changes occurred, the organizational impacts, the perceived value of the change, and what would be done differently; and issues and implications that emerged during the study, such as the appropriateness of self-managed work groups, use of a broader change process, changes in compensation schemes, employee development as a goal, and allocation of resources. A list of participating companies is attached. (KC)
Erfasst von	ERIC (Education Resources Information Center), Washington, DC