Professional development through teamworking

Author： Munro-Faure Lesley Teare Richard Scheuing Eberhard Bowen John T

Publisher： Action Learning Institute Journals

ISSN： 1460-7468

Source： Continuing Professional Development, Vol.1, Iss.2, 1998-02, pp. : 16-22

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Abstract

This article draws on case study research conducted in 14 organizations. All but one of the participating organizations (Sears, Canada) had entered and reached the finals of Quality and Teamwork Award events. The aim here is to examine current practices in teamworking and to assess the strategic contribution that work-based teams make to quality improvement through personal and professional development. The article draws on evidence and results of work team performance in three category areas: (1) Single problem/management promoted teams - these teams are formed by managers to tackle an identified problem or improve the operation of a specific process. (2) Continuous improvement/self-directed teams - these teams select their own problems and remedies, and membership is usually voluntary. (3); Team structures that support organization-wide improvement efforts.