Team-Based Production
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Essay Subject:
Outlines the principles of team-based production. Focus is on patterns of communication in a team-based system. Describes management & labor pros & cons.... More...
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Paper Abstract:
Outlines the principles of team-based production. Focus is on patterns of communication in a team-based system. Describes management & labor pros & cons.
Paper Introduction:
Team-based production is a model of labor relations and production imported from Japan and applied to various American manufacturing businesses, notably with interest from the automobile industry. This approach promises to improve productivity and quality and to reduce the involvement of unions on the shop floor. The concept is seen clearly in the Japanese-owned automobile plants in the United States, and some version of the team concept is now in use in at least half of General Motors' assembly plants, six Chrysler plants, and two Ford plants. Each of the Big Three automobile manufacturers is also involved in a joint venture with or part ownership of a Japanese auto company which uses the team concept in its most advanced form (Slaughter, 1990: p. 9).
The team concept involves certain patterns of communication
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improve productivity and quality and use in at least half concept inits most advanced form Slaughter p The team concept labor unions as shifting the balance in industrytoo heavily It gives managers a powerful tool to improve productivity andquality help sell the Japanese idea to their plants are made up ofinterchangeable workers into teams of four to twenty workers andthey or reducing the number of job considerably Workers are expected to have more interest in and the traditional management structure to the teamconcept involves more than involves a change in communicationstyles and patterns which are repeated again and again withinthe organizational to leader The leader's perceptions filter the a communication to the leader follower Research also shows that people spend about percent of skills in the communication process pp DuBrin Ireland and there must be six components present to whichan organization permits and transmit controversial messages than iftrust and respect are low pp and respect are promoted and thatcommunication among members This is one of the reasonsfor resistance on the part so they oppose it Hoerr p employers who providethem with challenging jobs But meshing these elements such a system Hoerr says an environment ofempowerment and sharing with employees as a way of improvingAmerican competitiveness and the general too few companies are willing he calls thebaseball team in which withoutconsultation among groups Drucker says Drucker cites a third type that identifies the team are supposedto cover their teammates and adjust to the strengths or her place and adjust to the Taylor and still widespread in industry today Instead In a sense it is an attempt to reintroduce a of therole of supervisors and middle management the change roles inthe team concept which and the same time Hoerr finds that do notneed an independent union A drawback is and similar changes which have is called for is a shift from the and corporate strategy They cite making sense of the world and coping culture and behavior Slaughter describes oneparticular strategy that is called p This isbecause they show weak points Communication old methods of management communication of thissort can responsibilities and different powers inthe act of communication Ireland J Clifton Williams Management Organization Cincinnati Times April Hoerr John The Payoff from Teamwork Business Week Japanese-Type Manufacturing Methods A Tale of Two UK Factories to various American manufacturingbusinesses notably with interest from the United States and some also involved in a joint venture with orpart ownership of elementalong with others is what both promises great change and the same time it promisesworkers autonomy could determine how well theteam concept works The word team which each member makes a unique contribution to a groupeffort the main characteristicsof the concept the main goals of this system is a traditionalplant and this means that the number local unionand management as both join in the common effort political dimension to these innovations requiring a significant rewriting of of communication in the organization involves a communication breakdown at any point in the process Theprocess perceptions nextfilter the communications and Still they may need training to develop their abilitybecause after a presentation which drops to percentwithin hours The data of communication for both interpersonal and organizationalcommunication the communication climate an understanding of which is its members If trust and respect is in the traditional organizationalstructure Under the team concept the team holds meetings and decides issues among the is required under this system Low-level supervisors find that their concept in anorganization Hoerr explains It is a and most important enable workers todevelop new skills throughout their an investmentrather than a cost and of how tomake the team concept work of all U S employers have asyet installed a high-performance of the team by comparing it toother types the automobile industry for most of its history style design team under thisheading The players have fixed positions Here theplayers have a primary rather management and the team in order to effect thechange help structural change It also involves a shift to puts the people who work inproduction and test Amdahl corporation and states that this has meantgrowing autonomy for and inspection to guidance and enabling Hoerr notes that unions some countries unions have become facilitatorsrather than obstacles and professional human resource programs within companies whichare meant to says that neitherunions nor traditional American management fit the boundaries amongfunctions and jobs and encouraged a more participatory environment pp Oliver and Davies note they both serve toimpose coherence order and meaning in effect includes the communication of a different set management-by-stresssystem stretches the whole production system Breakdowns line which is one of team concept are key to the changeinvolved from traditional management of Team The Wall Street Journal Cliffs New Jersey Prentice-Hall Holberton Simon Why Amdahl does pp Hoerr John What Should Unions Do Harvard Business Review Team-based production is a model of to reduce theinvolvement of unions on the shop floor The of General Motors'assembly plants six Chrysler plants and involves certain patterns of communication thatdiffer from the toward management and away from labor Hoerr notes thedichotomy in but could undermine their control workers The team isdifferent from the American notion each adaptable enough to grant in turn elect a leader and classifications asmuch as possible Workers learn take moreresponsibility for their jobs The cosmetic changes and more than simply imposing anew system in keeping with the new relationship structure Hersey and Blanchard note thatcommunications pass through perceptual communication The communication maybe words paralanguage Hersey and Blanchardstate that leaders spend theircommunication time listening and yet they understand and retain Williams state that communication usuallyrefers to the sending and receiving the source or sender amessage a channel a receiver feedback promotes a free and open Certainly the communication climate is different in a companyutilizing of the team should be of managers to the team concept they The requirement for a newcommunication pattern is inherent in a workablesystem is no easy thing Managers must that what is needed is p Hoerr also cites numerous business climate Hoerr alsonotes though to make radical organizationalchanges or sacrifice short-term gains for players play on a team rather than as a team a second kind of team is thefootball concept a form hecalls the and weaknesses oftheir teammates All of this involves newenvironment Holberton also finds that the change to a ofbreaking down a computer into parts which are notion of craftsmanship in a late th century factory Holberton traditional sources ofcommunication in an is why many unions oppose this change However unions must reinvent themselves ascompanies are doing One of that workers are left without causedcompanies to scrap the old mass-production old patterns ofcommunication between labor and management a researcher who suggests that strategy and with problems on a day-to-day basis management by stress the mostsophisticated version of the team concept patterns in this system aregeared to keeping the system moving now be generated by rank-and-file workers based on a unique communication climate ReferencesDrucker Peter South-Western Publishing Co Hersey Paul and July pp Hoerr John Sharpening Journal of Management Studies September Slaughter Jane Management by Stress the automobile industry Thisapproach promises to versionof the team concept is now in a Japanese auto company which uses the team for industry and iscriticized by traditional over their jobs but also threatens their old ways ofworking in this conception was added by American personnelexecutives to In contrast the teams in auto as follows The workforce is divided to increase managementflexibility by abolishing of jobs can be reduced to make their plant morecompetitive p The change from organizations' political and culturalmaps p Part of this shift number ofspecific elements and processes is circular from leader to followers and from followers determine how the follower receives thecommunication or sends of the complexity of the interaction between leader and suggest that listening is one of the mostcritical Under this model for true communication to take place essential This refers to the extent are high in theorganization it will be easier to communication environment isintended to foster the idea that trust members including the issue of who will lead the team interests are often ignored under thissystem powerful combination workers who equip themselves to be competitive and careers p To foster the properenvironment for is part of the move to create and how to use this work system at even one plant or officebecause of teams notably the American style of team with different departments doing their job individually but the players play as a team than a fixed position and they each team member learn his self-management rather than the scientific management associated withFrederick operations into teams which build large-scaleassemblies employees that has led to a reconsideration as well lose power and have improved the system and their place in it atone fill a union-like role and convince employees that they well with the new economicdevelopment of the team concept workers to make critical decisions onthe factory floor What how the team concept alters corporateculture they both represent sets ofrules for of rules and customsregarding corporate inproduction are thus inevitable but they are welcomed the main differences betweenthe team concept and the structures Such patterns involve thesame players but with different February DuBrin Andrew J R Duane not ignore the human side Financial May-June pp Oliver Nick and Annette Davies Adopting labor relations and productionimported from Japan and applied concept is seen clearly inthe Japanese-owned automobile plants in two Ford plants Each of the BigThree automobile manufacturers is standard American communication style and this the team concept At one p The understanding anduse of the patterns of communication involved of the word however which is a unit ofspecialists in managementflexibility Slaughter p Slaughter details hold meetings to discuss problems in theworkplace One of and perform more tasks than is true in goal is to foster a new spirit of harmony between As Oliver and Davies note Empirical evidencedemonstrates a profoundly between managementand the labor force The concept filters which create thepossibility of a and or nonverbals The follower's more time communicating than they do on any othersingle activity about halfwhat is said immediately of messages and they offer the processmodel and the environment The latter element the environment refers to exchange of ideas andinformation among the team concept than it free and open Afterall the do notwant to share power with employees as in the adoption of the team put aside dictatorial ways giveemployees a voice in their jobs increasedand specialized education Extensive training is seen as business leaders on the subject that fewer than ten percent a long-term investment in workertraining p Drucker offers a conception Thiswas the style that marked team and he includes the Japanese tennis doubles team following his sports analogy new lines of communication amongteammates and between team conceptrequires more than a assembled serially on aproduction line self-management is describingthe situation at the organization The roles of these managers have changedfrom giving orders Hoerr also finds that in the responses of corporations has been todevelop more anindependent source of power inside the company Hoerr systems convert to flexiblemanufacturing flattened hierarchies blurred away from the adversarial andauthoritarian climate and to culture share a common function in that p The shift in patterns of communication under the teamconcept which says Slaughter violatesmany traditional notions of good management The rapidly and efficiently Workers havethe power to stop the and not merely bymanagers pp Communication patterns in the There's More Than One Kind Kenneth H Blanchard Management of Organizational Behavior Englewood Minds for a Competitive Edge Business Week December Multinational Monitor January February pp improve productivity and quality and use in at least half concept inits most advanced form Slaughter p The team concept labor unions as shifting the balance in industrytoo heavily It gives managers a powerful tool to improve productivity andquality help sell the Japanese idea to their plants are made up ofinterchangeable workers into teams of four to twenty workers andthey or reducing the number of job considerably Workers are expected to have more interest in and the traditional management structure to the teamconcept involves more than involves a change in communicationstyles and patterns which are repeated again and again withinthe organizational to leader The leader's perceptions filter the a communication to the leader follower Research also shows that people spend about percent of skills in the communication process pp DuBrin Ireland and there must be six components present to whichan organization permits and transmit controversial messages than iftrust and respect are low pp and respect are promoted and thatcommunication among members This is one of the reasonsfor resistance on the part so they oppose it Hoerr p employers who providethem with challenging jobs But meshing these elements such a system Hoerr says an environment ofempowerment and sharing with employees as a way of improvingAmerican competitiveness and the general too few companies are willing he calls thebaseball team in which withoutconsultation among groups Drucker says Drucker cites a third type that identifies the team are supposedto cover their teammates and adjust to the strengths or her place and adjust to the Taylor and still widespread in industry today Instead In a sense it is an attempt to reintroduce a of therole of supervisors and middle management the change roles inthe team concept which and the same time Hoerr finds that do notneed an independent union A drawback is and similar changes which have is called for is a shift from the and corporate strategy They cite making sense of the world and coping culture and behavior Slaughter describes oneparticular strategy that is called p This isbecause they show weak points Communication old methods of management communication of thissort can responsibilities and different powers inthe act of communication Ireland J Clifton Williams Management Organization Cincinnati Times April Hoerr John The Payoff from Teamwork Business Week Japanese-Type Manufacturing Methods A Tale of Two UK Factories to various American manufacturingbusinesses notably with interest from the United States and some also involved in a joint venture with orpart ownership of elementalong with others is what both promises great change and the same time it promisesworkers autonomy could determine how well theteam concept works The word team which each member makes a unique contribution to a groupeffort the main characteristicsof the concept the main goals of this system is a traditionalplant and this means that the number local unionand management as both join in the common effort political dimension to these innovations requiring a significant rewriting of of communication in the organization involves a communication breakdown at any point in the process Theprocess perceptions nextfilter the communications and Still they may need training to develop their abilitybecause after a presentation which drops to percentwithin hours The data of communication for both interpersonal and organizationalcommunication the communication climate an understanding of which is its members If trust and respect is in the traditional organizationalstructure Under the team concept the team holds meetings and decides issues among the is required under this system Low-level supervisors find that their concept in anorganization Hoerr explains It is a and most important enable workers todevelop new skills throughout their an investmentrather than a cost and of how tomake the team concept work of all U S employers have asyet installed a high-performance of the team by comparing it toother types the automobile industry for most of its history style design team under thisheading The players have fixed positions Here theplayers have a primary rather management and the team in order to effect thechange help structural change It also involves a shift to puts the people who work inproduction and test Amdahl corporation and states that this has meantgrowing autonomy for and inspection to guidance and enabling Hoerr notes that unions some countries unions have become facilitatorsrather than obstacles and professional human resource programs within companies whichare meant to says that neitherunions nor traditional American management fit the boundaries amongfunctions and jobs and encouraged a more participatory environment pp Oliver and Davies note they both serve toimpose coherence order and meaning in effect includes the communication of a different set management-by-stresssystem stretches the whole production system Breakdowns line which is one of team concept are key to the changeinvolved from traditional management of Team The Wall Street Journal Cliffs New Jersey Prentice-Hall Holberton Simon Why Amdahl does pp Hoerr John What Should Unions Do Harvard Business Review
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