TY - JOUR
T1 - Communicating through self-directed work teams (SDWTs) within an SME learning organization
AU - Irani, Z.
AU - Sharp, J. M.
AU - Kagioglou, M.
PY - 1997/11/1
Y1 - 1997/11/1
N2 - Teamwork is increasingly becoming a prerequisite for many job functions in those learning organizations striving towards total quality management (TQM). However, the daunting task of creating a teamwork environment in many manufacturing companies is often left to proactive senior management, who assume the responsibility for creating a culture of interdependency, among all employees. This opportunity for maximizing employee potential through empowered teamwork represents a challenge for many managers. These “champions for success” will inevitably contribute towards improving business performance through re-engineering the people process. Their actions will also facilitate the development of an organizational culture, which thrives on teamwork. Describes a case experience of an SME that has developed a team-based learning organization, where all employees are empowered to challenge the status quo and make continuous improvements. Then reports on how the formation of self-directed work teams (SDWTs) have been used as a strategy for getting a diverse group of people with different attitudes, skills and personalities, to work together towards common goals. Continues by presenting the use of a simple decision-making framework which was developed by the case study company, and is contributing towards the empowerment of all team members. Concludes with some of the benefits experienced by the company, during their pursuit of TQM, through flexible SDWTs.
AB - Teamwork is increasingly becoming a prerequisite for many job functions in those learning organizations striving towards total quality management (TQM). However, the daunting task of creating a teamwork environment in many manufacturing companies is often left to proactive senior management, who assume the responsibility for creating a culture of interdependency, among all employees. This opportunity for maximizing employee potential through empowered teamwork represents a challenge for many managers. These “champions for success” will inevitably contribute towards improving business performance through re-engineering the people process. Their actions will also facilitate the development of an organizational culture, which thrives on teamwork. Describes a case experience of an SME that has developed a team-based learning organization, where all employees are empowered to challenge the status quo and make continuous improvements. Then reports on how the formation of self-directed work teams (SDWTs) have been used as a strategy for getting a diverse group of people with different attitudes, skills and personalities, to work together towards common goals. Continues by presenting the use of a simple decision-making framework which was developed by the case study company, and is contributing towards the empowerment of all team members. Concludes with some of the benefits experienced by the company, during their pursuit of TQM, through flexible SDWTs.
KW - Decision making
KW - Learning organizations
KW - Self-directed learning
KW - Small to medium-sized enterprises
KW - Teamwork
KW - TQM
UR - http://www.scopus.com/inward/record.url?scp=84986021504&partnerID=8YFLogxK
U2 - 10.1108/13665629710180447
DO - 10.1108/13665629710180447
M3 - Article
AN - SCOPUS:84986021504
VL - 9
SP - 199
EP - 205
JO - Journal of Workplace Learning
JF - Journal of Workplace Learning
SN - 1366-5626
IS - 6
ER -