This
paper discusses the impact of high
performance work
teams. The paper presents research in the field of understanding self-managed work teams and their effectiveness in improving
productivity and performance. The research
indicates that there are two schools of thought. The first indicates that high performance work teams can be influential in improving the productivity and the profitability of the organization. The second shows that executive
management and associated governing bodies have to constantly monitor
Team performance. The paper explores organizational values and culture, assessing that both can affect the manner in which self-managed teams are created and operated. The paper contends that different ways of decision making, trust and mutual respect, and levels of team member accountability can also help improve the morale and performance of the team. Outline Chapter 1: Introduction Chapter 2: Discussion 2.1 Developing and Supporting HPWT in Manufacturing 2.2 HPWT and Multinational Organizations 2.3 Impact of HPWT in Implementing Lean Management Concepts 2.4 HPWT and Six-Sigma Chapter 3: Conclusion