Understanding self-managing work systems
By: by David A. Garvin
Series: Reprint series / Harvard Business School, Division of Research; Reprint series (Harvard Business School. Division of Research)
Publisher: Harvard Business School, Division of Research
Published: 1997
Place of publication: Boston
Language: eng
Number of pages: 19
Subjects: Management; Employee participation
Description: This paper reviews the history, theory, and practice of self-managing work systems and teams, and considers the opportunities for research and teaching in the area. Such systems aim to produce high levels of employee involvement and motivation through enriched jobs, shared authority and decision making, team-based organization structures, and open communications. These systems are of interest for two reasons: (1) they represent a fundamental shift away from the narrowly defined tasks and control-oriented management approaches that have long dominated the work place, and (2) companies that have successfully introduced these systems report dramatic improvements in quality, productivity, and overall operating performance. Self-managing work systems are not however, without problems, and many aspects of their design, operation, and performance remain only partially understood.
Notes: Offprint from: Technology & Operations Review, v. 1, no. 1, 1997.