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Designing Team-Based Organizations. New Forms for Knowledge Work

  • ID: 2217714
  • Book
  • April 1995
  • 390 Pages
  • John Wiley and Sons Ltd
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Designing Team–Based Organizations breaks new ground in tackling the organization design issues related to the implementation of teams, with a specific focus on the new designs required to support the knowledge work components of organizations. The authors offer a field–tested design framework to help managers, consultants, design teams, human resource specialists, and students of systems effectively support the strategic employment of teams. Drawing on over fifteen years of research and consulting with such companies as Honeywell, Hewlett–Packard, Pacific Bell, General Mills, Pratt and Whitney, Pfizer, and Texas Instruments, they present a groundbreaking guide to creating new organization designs that empower teams so that they make a real difference. "A terrific book! It makes a tremAndous contribution by moving forward the state of the art in organization design." David A. Nadler, chairman, Delta Consulting Group, Inc.
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Designing Organizations for Knowledge Work.

Exploring the Contours of a Team–Based Organization.


Step One: Identifying Work Teams.

Step Two: Specifying Integration Needs.

Step Three: Clarifying Management Structure and Roles.

Step Four: Designing Integration Processes.

Step Five: Managing Performance.


Identifying New Responsibilities and Skills.

Defining Empowerment for the Team Environment.

Developing Organizational Support Systems.

Making the Transition to Team–Based Design.

Facing the Challenges Ahead.
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Susan Albers Mohrman
Susan G. Cohen
Allan M. Mohrman Jr.
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