About

The central theme of this collection of papers is teamworking as an alternative form of work organisation. Many organisations have either introduced or are contemplating the introduction of teamworking. Such a move is to help them remain competitive in the current deregulated global economic climate and move away from direct management control to a more participative style that encourages greater commitment from workers.

In response, the contributors to this books have undertaken analyses of some of the contextual and conceptual issues of teamworking, such as change management strategies and implications for leadership and organisational culture. Through case studies, authors have also examined the effectiveness of teamworking and how employees deal with it, and explored the role of training in its introduction.

Hailing from a variety of locations such as Australia, Brazil and the UK, contributors have considered how these issues have been dealt with by organisations in different industry sectors and world settings. In addition to businesses concerned with developing a marketable product, for instance auto manufacturers, the adoption of teamworking is illustrated in a variety of alternative organisational contexts, such as technical and further education and hostage negotiation in policing.

It is hoped that this book will assist readers in gaining a greater understanding of many of the important issues relating to teamworking.

Proudly published by Post Pressed

top

Contributions

Introduction: Bob Park

Teamworking: the state of play

• Teamworking: where are we now?
  Stephen Procter and Frank Mueller

Structures and processes

• ‘It couldn’t possibly work’: a case study of implementing the team-based approach to management developed by Ricardo Semler
  Basil Tucker and Alick Kay
• The design of semi-autonomous groups: main steps and a case study
  Roberto Marx and Eliane Shiobara
• Observations of cross-functional teaming and learning in the product development process
  John Thompson
• Working in teams: a study of the relative effectiveness of centralised, industry-level and enterprise-based industrial relations -- does IR really influence ER?
  Luke Faulkner
• Searching for success: a case study of implementing a team-based production system in an Australian automotive manufacturer
  Bob Park

Perspectives on leadership and membership

• Behind entrepreneurial flair and the giant corporation: the role of kaizen and technology transfer instructors as work-based learning facilitators in overseas transplants
  Barry Elsey and Asahi Fujiwara
• Is your team leadership/management year-2000 compliant?
  Richard Williams
• Clayton’s teams: a critical evaluation of the introduction of teams at Paintco Clayton Plant
  Richard Gough and Malcolm MacIntosh

Training

• Self-managing work teams: training for effective participation
  Hilary Martin and Linda Chaousis
• Training, teamworking and new management practices
  Andy Smith
• Teamwork, collective competence and team-based assessment in action: critical reflections on industry-based vocational educators
  Crina Virgona, Peter Waterhouse and Robin Sefton
• Developing team leadership and entrepreneurship using holistic methodologies
  Martin Cuedalla, Mike Armer, Jenny Hooper and Peta Bush

Alternative applications

• Cross-organisational planning and change management teams: an emerging dynamic in the vocational education and training sector
  Chris Horton and Janet Osborne
• Teamworking as a hostage negotiator
  Peter Shanahan
• Discovering the InsideOut Team
  Tricia Hiley

Teamworking: reality or myth?

• Teams in contemporary manufacturing: some recent research findings and pressing questions
  Rick Delbridge

top