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All teams are not created equal : how employee empowerment really works

Author: Lyman D Ketchum; E L Trist
Publisher: Newbury Park : Sage Publications, ©1992.
Edition/Format:   Print book : EnglishView all editions and formats
Summary:
Absenteeism, lack of commitment, lack of initiative, use of drugs and alcohol leading to decreased productivity, poor quality of products and services, and compromised safety of workers and the public; these problems are serious and particularly dangerous to organizations operating in the unforgiving world of high technology, dangerous substances, and environmental risks. How can managers improve productivity and  Read more...
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Additional Physical Format: Online version:
Ketchum, Lyman D.
All teams are not created equal.
Newbury Park : Sage Publications, ©1992
(OCoLC)899709286
Material Type: Internet resource
Document Type: Book, Internet Resource
All Authors / Contributors: Lyman D Ketchum; E L Trist
ISBN: 080394652X 9780803946521
OCLC Number: 25009463
Description: 318 pages : illustrations ; 23 cm
Contents: Pt. I. Inertia in Crisis. 1. Understanding the Problem. A Third-Level Diagnosis: There Is Something Wrong with the Organization of Work. Good Work and Bad Work. The Consequences of "Bad" Work Experience. Commitment Today. A Look Ahead. 2. Designing "Good" Work: The Beginnings. Designing Innovative Plants. How the New Plants Did. Some Paradoxical Complications. Complications in Redesigning Existing Units. A Little Background. The Socio-Technical Systems Approach. The News Spreads. The Response of Corporate Management to the Early Innovations. Unions and the Early Innovations. From 1975 Onward. 3. Organizational Paradigm and Paradigm Shift: A Whole New Way of Thinking. Organizational Paradigms. Personal Paradigm Change. A Look Ahead --
Pt. II. Center-Out: A New Change Model. 4. Senior Managers Appreciate. The Appreciation Process. Motivations to Appreciate: Conditions and Insights. Appreciating the Present. Appreciating the Future. Appreciation Outcomes: Key Ideas. 5. The Work of the Second Echelon. What Is It Like in Here? Key Idea Analysis. The Buy-In Question Leads to Strategy. Enabling and Sustaining. Recommendations for Further Action by the Center. 6. Moving the Change Effort to the Periphery. Formulating a Strategy for Change. Where-to-Begin Strategy One: A General Call for Plans. Where-to-Begin Strategy Two: Selective Development. Where-to-Begin Strategy Three: Clustering the Innovations. Where-to-Begin Strategy Four: Combine Intensive Change with Other Change That Will Occur Anyway. Senior Management Goes Public. Prepare the Functional Areas: Enabling Components. Prepare the Functional Areas: Sustaining Components --
Pt. III. New Plant Start-Ups. 7. Planning for the New Plant. Initial Analysis. The Project Team. 8. Designing the New Plant. Laying the Groundwork. Designing Core Production Process Operating Teams. Pay and Its Distribution. Bringing the Design to Completion. 9. Making the New Plant into an Operating Reality. Attracting and Hiring the Right People. Training: After Hiring, Before Start-Up. Preparing the Start-Up Organization. Start-Up and the First Six Months. Division/Corporate Management in the Early Days. Operating the Plant: The Post-Start-Up Period --
Pt. IV. Redesigning Established Plants. 10. Readying the Launch Pad: Getting It Right at the Plant Center. Appreciation by Plant Management. Find Out Where You Stand. What Is It Now Like in the Wider Environment? What Is It Like in This Plant and How Did It Get This Way? What Is Possible? A Look at the Future. 11. After the Assessment. Seeking Buy-In to the Assessment. Organizing for the Task Ahead. Making Sufficient Resources Available. When There Is a Union. The Timing of Union Involvement. First-Line Supervisors Deserve Special Attention. 12. Making the New Values Operational. The Redesign Task Force. Multiple Activity Tracks: Action on Many Fronts. Starting the First Beachhead. Breaking Out of the First Beachhead. Managing in the Transition --
Pt. V. Training and Evaluation. 13. New-Paradigm Training in a Paradigm Shift. General. Methods. Public Events. Complementary Training for Team Leaders. Training with Networks. 14. Evaluation as Learning. Evaluation at the Corporate Center. Evaluation for Learning in the Plant. Initiating Evaluation for Learning in Periphery-In --
Pt. VI. Conclusion. 15. A Look at the Future.
Responsibility: Lyman D. Ketchum, Eric Trist.
More information:

Abstract:

Absenteeism, lack of commitment, lack of initiative, use of drugs and alcohol leading to decreased productivity, poor quality of products and services, and compromised safety of workers and the public; these problems are serious and particularly dangerous to organizations operating in the unforgiving world of high technology, dangerous substances, and environmental risks. How can managers improve productivity and work performance against these odds? Lyman Ketchum, known worldwide for his innovative work design of the General Foods plant in Topeka, Kansas, and Eric Trist, founder member and later chairman of the renowned Tavistock Institute, bring their experience and insight to bear on this issue as they examine organizational change and ways that managers can improve productivity and work performance. The authors diagnose the current problems facing business, then go on to identify the aspects of "good work": team structuring, employee empowerment, open communications, and active innovation. Ketchum and Trist then propose their "center out" model for organizational change, and conclude with a wealth of case studies from their own experiences.

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