Team working study and training course


Part 1   Introduction and General issues

  1. Team working:Strategy,structure,system and culture.
  2. An eager and enduring embrace: The Ongoing rediscovery of team working as management idea.
  3. How the Japanese got teams.
  4. Team Working and employee involvement:Terminology,Evaluation and context.

Part 2  Managing Teams: Changing roles and responsibilities

  1. Interdependence as a key requirement for the successful introduction of team working: a case study .
  2. Introducing team working: Managing the process of change.
  3. Worker autonomy in lean teams:Evidence from the world automotive components industry.
  4. Roles and responsibilities of team leaders and members:A case study of the Australian automotive industry .
  5. Team working and the management of flexibility: Local and social-structural tensions in high performance work design initiatives.

Part 3  Working in teams:Employee attitudes and experiences

  1. selling teams to the sales force: Team working in the UK pharmaceutical industry .
  2. The team dream: The meaning and experience of team working for employees in and automobile manufacturing company .
  3. Flexible when it suits them: The use and abuse of team working skills.
  4. The diffusion of team working and new working practices: What role do industrial relation factors play?
  5. Management strategy, union identity and oppositionalism: Team working in royal Mail .

List of tables and Figures:

  • Team working Matrix
  • Key measures used in the case Comparisons between wire and rope team members on employee outcomes.
  • Reported extent of changes over the previous year for wire and rope team members( percentage of the group reporting more of each feature and significance of  the difference between groups)
  • Comparison of wire and rope team member on interdependence and work design characteristics.
  • Individual role clarity for wire-mills and roperies ( percentage of sample reporting some what or very clear )
  • Collective role clarity for wire-mills and roperies(Percentage of sample reporting some what or very clear).
  • Role conflict for wire-Mills and roperies ( Percentage of sample reporting very often or constantly).
  • The Presence and location of teams.
  • Shop floor responsibility for production-related tasks.
  • Shop floor responsibility for managing production.
  • Shop floor responsibility for managing the team.
  • Problem-solving and suggestion-Scheme activity.
  • Shop floor responsibility for process and quality improvement.
  • Suggestion-Scheme and problem-solving activity in lean team plants by location .

List of Tables and Figures:

  • Operator, team leader and specialist responsibilities in lean team by location.
  • Functions of team leaders and team members.
  • Mean score of importance for each role in descending order,and perception of enterprise requirements for level of role performance .
  • Employee mean scores for role importance and associated ranking ( for the total sample and for each enterprise).
  • Identified Training needs .
  • Number of task associated with a training shortfall,by enterprise.
  • Responsibility of team member
  • Do you have think that you have had too much or too little training on team working ?
  • How satisfied are you with the way that teams are currently working within the sales force ?
  • Working restructuring in the UK streel industrial.
  •  Inter correlation matrix of independent and dependent variables
  • The determinants of team working and changes in work organisation.


  • Example of the cross-section of a multi-strand rope.
  • Out line of key stage in planning working .
  • Team work dimensions model.


It’ Iran Japan JAPTEC job to grow up your employee and your Manager for company Image up .


Introduction and General Issues :

Team Working : strategy, Structure,systems and culture: