论文信息 - Evaluation of team‐based management: a case study

Evaluation of team‐based management: a case study

Team‐based management systems appear to be a possible avenue for increasing the productivity and effectiveness of organizations. However, there are concerns regarding their true purposes and effects within organizations. There is presently a dearth of literature evaluating the effectiveness of team‐based management. To begin filling this void, provides a case study illustrating the process, as well as the findings, from such an evaluation effort. In addition, presents a review of the literature regarding team‐based management.

[1] J. Barker. Tightening the Iron Cage: Concertive Control in Self-Managing Teams , 1993 .

[2] David S. Steingard,et al. A Postmodern Deconstruction of Total Quality Management (TQM) , 1993 .

[3] Richard Edwards,et al. The Social Relations of Production At the Point of Production , 1978 .

[4] H. P. Sims,et al. Leading Workers to Lead Themselves: The External Leadership of Self-Managing Work Teams. , 1987 .

[5] Dow Scott,et al. Teams: Why some succeed and others fail , 1994 .

[6] John A. Courtright,et al. Interaction Patterns in Organic and Mechanistic System , 1989 .

[7] Complex organizations : critical perspectives , 1982 .

[8] T. G. Cummings,et al. Organization development and change , 1975 .

[9] T. A. Stewart,et al. The search for the organization of tomorrow. , 1992, Fortune.

[10] R. Wellins,et al. The Key to Self-Directed Teams. , 1991 .

[11] Mark W. Lipsey,et al. Evaluation: A Systematic Approach , 1979 .

[12] Brian Dumaine,et al. The Trouble with Teams. , 1994 .

[13] Frederick Winslow Taylor,et al. 科学管理原理=The principles of scientific management , 2014 .

[14] Kenneth L. Bettenhausen. Five Years of Groups Research: What We Have Learned and What Needs to Be Addressed , 1991 .

[15] D. Boje,et al. The Resurrection of Taylorism: Total Quality Management’s Hidden Agenda , 1993 .