Self directed work teams
The organizational behavior issues that I addressed in this paper pertain to self-managing teams at General Electric’s aircraft engine assembly facility in Durham, North Carolina (hereafter referred to as “GE”). The article “Engines of Democracy” from Fast Company magazine is particularly interesting because the self-managed teams at General Electric fit the definition from our class text, Organizational Behavior (1998), almost perfectly. According to this book, “Among the management responsibilities allotted each self-managing team is that of continually assessing the work of the team and redesigning the jobs of the team’s members” (p. 152). Throughout the article, examples of job and process changes made at GE were noted. The majority of these changes were made to existing company processes prior to the opening of the plant, while the quest for continuous improvement has driven other changes since the facility opened. You will find various examples of these changes throughout this paper. Although our course text Organizational Behavior (1998) just touches on self-managing teams, the situation at GE seems to be a hybrid of not only self-managing teams (p. 152), but of quality circles (p. 151), and TQM (p. 150).
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Some common words found in the essay are:
BS Fishman, Organizational Behavior, Organizational Management, Based Maslows, Methods GE, Robert Henderson, Skill Level, Satisfaction GE, Duane Williams, Carolina Henderson, fishman 1999, job satisfaction, organizational behavior, ge plant, ge employees, fishman 1999 188, behavior 1998, 1999 188, robert henderson, self-managing teams, engines democracy, organizational behavior 1998, article engines democracy, employee selection skill, dynamics job satisfaction,
Approximate Word count = 1541
Approximate Pages = 6 (250 words per page double spaced)
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