Describes differences between total quality management and self-directed teams in terms of job design, decision making, flexibility, supervision, labor relations, quality, customers, and training. Offers suggestions for which method to choose when. (SK)

Both the learning organization literature and the self-managed work team literature have alluded to the potential links between teamwork and learning. However, as yet the link between these two concepts remains undeveloped. This study uses a survey of a random sample of 200 Australian organizations to empirically examine the relationships between…

Self-directed teams, in which the people who do the work are responsible for managing it, are changing the practices and structures of many organizations. Self-managing teams are based on trust and empowerment, on treating workers as responsible adults. (SK)

This book contains information targeted at executives, line managers, and human resource executives responsible for bringing the team vision to their organizations. A prologue defines teams and shows how they are developed. Part I (chapters 1-4) has the following purposes: introduces the team empowerment continuum, shows how a reshuffling of…

This paper explores the use of cohort structures in administrator-preparation programs. The paper considers how cohorts operate effectively as communities and how the cohort promotes the enhancement of the individual. Data were derived from an analysis of the journals of 51 students enrolled in cohort programs at four university sites in…

This document contains three papers from a symposium on team-based work in human resource development (HRD). "Toward Transformational Learning in Organizations: Effects of Model-II Governing Variables on Perceived Learning in Teams" (Blair K. Carruth) summarizes a study that indicated that, regardless of which Model-II variable (valid…