The Case of Workgroups in Manufacturing Operations
讨论了促使重新评估传统工作设计原则的趋势，基于Hackman的规范模型及美日瑞典的团队实践，评估了制造业中采用工作团队的可行性并识别了潜在障碍。
After many years of controversy and uncertainty, participative management and work design issues are becoming the focus of attention in the 1990s. There is ample evidence to suggest that the success of some foreign and domestic manufacturers may be attributed to the management of their human resources. This article discusses the trends that are encouraging the reassessment of the traditional and widely applied principles of job design, which makes the case for organizing manufacturing jobs into groups. Based on a normative model proposed by Hackman and on the workgroup activities in the United States, Japan, and Sweden, this article evaluates the feasibility of adopting groups in a manufacturing setting and identifies the potential obstacles to their adoption. Many of the conditions required for the success of groups can be created through deliberate managerial decisions.