This paper examines how the company International Yarns implemented a
team program in the mid-1990s, but did so without formally training their employees (who constituted the
teams) or the
managers (who served as team leaders). It evaluates how the company is now looking for ways to improve the
performance of its teams while enthusiasm for the concept continues to be relatively high. It analyzes through a
literature review, how teams can increase productivity and improve
employee morale, and self-managed teams can be particularly successful in this regard. However, teams pass through various stages of development during which they experience varying levels of productivity. If teams are not able to pass to an advanced stage, mistrust and lack of faith in the team process can result in problems and may even hamper the company's performance. Outline Abstract Introduction Purpose Setting of the Problem Why the Topic is Important Background Information Literature Review Benefits Why Teamwork Is Effective Team Design and Organization Stages of Teamwork Development Limitations of Literature Review Option Selection Alternatives Applied Design Intervention Grant Proposal Alternative Option Option Selection Description of the Intervention Summary of the Problem Objective One Objective Two Description of the Intervention Evaluation Plan Summary of Results Introduction Objective One Objective Two Conclusion and Recommendations Introduction Conclusions Policy Recommendations Recommendations for Further Research