Contents:

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.

Figures:

• 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: