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Related Experiment Videos

Beyond quality circles: self-managing teams.

H P Sims, J W Dean

    Personnel
    |December 11, 1984
    PubMed
    Summary
    This summary is machine-generated.

    Self-managing teams, a more advanced change than quality circles, are appearing in over 200 US plants. This trend is expected to grow, even with middle managers concerned about losing authority.

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    Area of Science:

    • Organizational Behavior
    • Human Resources Management
    • Industrial Psychology

    Background:

    • Quality Circles (QCs) represent a prior form of workplace change.
    • Self-managing teams (SMTs) are an evolution beyond QCs.
    • The adoption of SMTs is increasing across U.S. industries.

    Purpose of the Study:

    • To document the emergence and estimated prevalence of self-managing teams.
    • To acknowledge the ongoing evolution of team-based work structures.
    • To note the perceived impact on middle management roles.

    Main Methods:

    • Informal estimations and plant surveys were used to gauge the prevalence of SMTs.
    • Qualitative observations of workplace dynamics were considered.
    • Analysis of industry trends in organizational change.

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    Main Results:

    • Self-managing teams have been adopted in an estimated 200+ U.S. manufacturing plants.
    • The growth of SMTs is perceived as an ongoing and expanding phenomenon.
    • Middle managers express concerns regarding potential power reduction due to SMTs.

    Conclusions:

    • Self-managing teams represent a significant and growing trend in organizational design.
    • The shift towards SMTs challenges traditional hierarchical management structures.
    • Anticipated resistance from middle management may influence the pace of SMT adoption.