Workplace Changes in Progress

<div class=Section1><p class=MsoNormal style='text-align:justify'>Self-directed work teams aregaining popularity as an alternative to traditional work designs. This studyattempts to address what is the driving force behind theinstallation of self-directed work teams. What stage have self-directed work teamsdeveloped within the various organizations?<span style=mso-spacerun: yes> </span>How is the self-directed work teams governed? What are the stepsfollowed in installing self-directed work teams? What problems are encounteredat each step of the installation? What solutions are used to solve the problemsencountered and what would be the results (effects on performance impact onsupervisors productivity costs absenteeism and job satisfaction) fromimplementing self-directed work teams? </p><p class=MsoNormal style='text-align:justify'>The study used an organizationalguiding behavior survey. The survey was administered to workers on December 161998 at Becton-Dickinson when 56 surveys documents were distributed to eachdepartment #242 work cells and #272 non-work cells in Columbus Nebraska andall returned completed. </p><p class=MsoNormal style='text-align:justify'>This project incorporate a studyof current trends in self-directed work teams programs as they apply to themanagement-associates relations process.<span style=mso-spacerun: yes> </span>This study shows how managers are becoming more involved with their workforce to empower associates to make their own decisions decrease associatesjob dissatisfaction and allow for flatter organizational charts.<spanstyle=mso-spacerun: yes> </span></p><p class=MsoNormal style='text-align:justify'>In today's work environmentthere is a need to change the way management and the associatescommunicate.<span style=mso-spacerun: yes> </span>The traditional way thatmanagement communicates with the associates is by telling them what to do andhow to do their job. In years past the traditional democratic style ofmanagement was effective but in today's work environment requires a flattercoaching style of management. </p><p class=MsoNormal style='text-align:justify'>Based on the project study oneobjective was established to flattening management hierarchy and create acoaching atmosphere instead of telling.<span style=mso-spacerun: yes> </span>The self-directed work team transformation in today's workplace is inthe form of how managers are becoming more like mentors and coaches whencommunicating with associates. </p><p class=MsoNormal style='text-align:justify'>Tom H. Washington</p><p class=MsoNormal style='text-align:justify'>Summer 2000</p></div>