Team Leaders of Self-Managed Work Groups: A Contradiction?

22 Pages Posted: 3 Dec 2001

See all articles by Giuseppe Delmestri

Giuseppe Delmestri

University of Bocconi - Organization and Human Resources Management Department

Elena Passoni

EOS Consulenza per la Direzione

Date Written: September 2001

Abstract

This study presents nine Italian cases of SMWT adoption. The powerful role of trade unions in Italy has made it difficult to use this practice for increasing pressure on the workers. In only three cases the introduction of SMWT took place simply as a means of broadening, rotating and partially enriching working tasks with the aim of reducing the number of hierarchical levels (without changing the hierarchical character of leadership). The breadth of the objective underlying the introduction of self-managed teams, the breadth of the training provided and the results achieved are inter-related: only a clear organisational strategy accompanied by adequate training could allow significant results. Degree of production variability, objectives of autonomy and their partial achievement, and breadth of training provided were interrelated: firms with the greatest need for flexibility were those that are more actively interested in pursuing the idea of self-management and supporting it with broadly based training.

Keywords: SMWT, Italy, Production Teams

JEL Classification: M11, M12, L23

Suggested Citation

Delmestri, Giuseppe and Passoni, Elena, Team Leaders of Self-Managed Work Groups: A Contradiction? (September 2001). Available at SSRN: https://ssrn.com/abstract=292359 or http://dx.doi.org/10.2139/ssrn.292359

Giuseppe Delmestri (Contact Author)

University of Bocconi - Organization and Human Resources Management Department ( email )

Via Sarfatti 25
20136 Milan, MI 20136
Italy
0039-0258362613 (Phone)
0039-0258362634 (Fax)

Elena Passoni

EOS Consulenza per la Direzione ( email )

Piazza S.Babila 1
I-20122 Milan
Italy
++39 027772181 (Phone)
++39 0277721844 (Fax)

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