The peopleware paradigm

Article Abstract:

The new peopleware paradigm focuses on the role of people in organizational change issues. It places leadership at the forefront of the change process that moves the organization to a new direction that will give it a competitive advantage. Putting the peopleware paradigm into practice will require the full support of management, the cooperation of employees and leadership. Planning the change process will need to consider the needs of the organization and how to implement the change process.

Analysis, Leadership

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The realities of empowering teams: a case study

Article Abstract:

Process Management Teams (PMT) were developed at the AT&T facility in Clark, N.J., in 1991. Efforts began in 1990 with the formation of cross-functional PMTs composed of eight to 10 members. The teams held weekly meetings to discuss problems and present recommendations to management. Although the teams experienced performance and accountability problems in 1991, 1993 became a banner year with their attainment of ISO 9001 certification.

Telecommunications, Telephone Communication, Human resource management, Telecommunications services industry, Telecommunications industry, T, American Telephone and Telegraph Co.

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From zero to teamwork: a manufacturing journey

Article Abstract:

Project teams were successfully developed at the Vermont American facility in Alabama. The process began with the establishment of a Steering Committee made up of managers from various departments. The Committee then selected the first project and the first team who were tasked with reducing the setup time for piece of equipment by 50%. The team presented their recommendations to the Committee which were implemented with much success.

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