Teams are a fundamental part of most manufacturing, service, and high technology companies and most nonprofit organizations. Some teams operate in a face-to-face setting, whereas others are geographically distributed. Some occur within a single organization, whereas others contain members from multiple organizations. Self-managing teams (SMTs) share some features common to traditional work groups, including group goals, a set of interdependent tasks, and the challenge of coordinating tasks and member skills to create a group product or service. What distinguishes SMTs is their control over the decision-making process. In traditional work groups, managers decide who is in the group and how and when members interact with one another. In an SMT, many of these decisions are made by the group. This entry examines the ways ...

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