Table 12.1
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Table 12.1 Types of teams and their outputs PowerPoint PPT Presentation


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Table 12.1 Types of teams and their outputs Source : From Eric Sundstrom, Kenneth De Meuse and David Futrell, ‘Work teams’, American Psychologist , vol. 45, no. 2, February 1990, p. 125. pub. APA, adapted with permission. Table 12.1 Types of teams and their outputs (Continued)

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Table 12.1 Types of teams and their outputs

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Table 12.1 Types of teams and their outputs

Source: From Eric Sundstrom, Kenneth De Meuse and David Futrell, ‘Work teams’, American Psychologist, vol. 45, no. 2, February 1990, p. 125. pub. APA, adapted with permission


Table 12.1 Types of teams and their outputs (Continued)

Source: From Eric Sundstrom, Kenneth De Meuse and David Futrell, ‘Work teams’, American Psychologist, vol. 45, no. 2, February 1990, p. 125. pub. APA, adapted with permission


Table 12.3 Barker’s self-managing teams

Source: From Stewart Clegg, Martin Kornberger and Tyrone Pitsis, Managing and Organizations, Sage, London, 2005, p. 173


Table 12.4 A comparison of Japanese and Swedish approaches to the organization of production and work

Source: From Olle Hammarstrom and Russell D. Lansbury, ‘The art of building a car: the Swedish experience re-examined’, New Technology, Work and Employment, vol. 6, no. 2, 1991, p. 89. Reprinted by permission of Blackwell Publishing Ltd


Figure 12.1 Cross-functional team


Figure 12.2 A continuum of empowerment

Source: R.L. Daft and R.A. Noe, 2001, Organizational Behaviour, International Thomson Publishing, London, 2001, p. 218; Robert C. Ford and Myron D. Fottler, ‘Empowerment a matter of degree’, Academy of Management Executive, vol. 9, no. 3, 1995, pp. 21–31; Lawrence Holpp, ‘Applied empowerment’, Training, February 1994, pp. 39–44; and David P. McCaffrey, Sue R. Faerman and David W. Hart, ‘The appeal and difficulties of participative systems’, Organization Science, vol. 6, no. 6, November–December, 1995, pp. 603–27


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