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Table 12.1 Types of teams and their outputs

Table 12.1 Types of teams and their outputs Source : From Eric Sundstrom, Kenneth De Meuse and David Futrell, ‘Work teams’, American Psychologist , vol. 45, no. 2, February 1990, p. 125. pub. APA, adapted with permission. Table 12.1 Types of teams and their outputs (Continued)

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Table 12.1 Types of teams and their outputs

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  1. Table 12.1 Types of teams and their outputs Source: From Eric Sundstrom, Kenneth De Meuse and David Futrell, ‘Work teams’, American Psychologist, vol. 45, no. 2, February 1990, p. 125. pub. APA, adapted with permission

  2. Table 12.1 Types of teams and their outputs (Continued) Source: From Eric Sundstrom, Kenneth De Meuse and David Futrell, ‘Work teams’, American Psychologist, vol. 45, no. 2, February 1990, p. 125. pub. APA, adapted with permission

  3. Table 12.3 Barker’s self-managing teams Source: From Stewart Clegg, Martin Kornberger and Tyrone Pitsis, Managing and Organizations, Sage, London, 2005, p. 173

  4. Table 12.4 A comparison of Japanese and Swedish approaches to the organization of production and work Source: From Olle Hammarstrom and Russell D. Lansbury, ‘The art of building a car: the Swedish experience re-examined’, New Technology, Work and Employment, vol. 6, no. 2, 1991, p. 89. Reprinted by permission of Blackwell Publishing Ltd

  5. Figure 12.1 Cross-functional team

  6. Figure 12.2 A continuum of empowerment Source: R.L. Daft and R.A. Noe, 2001, Organizational Behaviour, International Thomson Publishing, London, 2001, p. 218; Robert C. Ford and Myron D. Fottler, ‘Empowerment a matter of degree’, Academy of Management Executive, vol. 9, no. 3, 1995, pp. 21–31; Lawrence Holpp, ‘Applied empowerment’, Training, February 1994, pp. 39–44; and David P. McCaffrey, Sue R. Faerman and David W. Hart, ‘The appeal and difficulties of participative systems’, Organization Science, vol. 6, no. 6, November–December, 1995, pp. 603–27

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