Abstract
Abstract : A model for the design and maintenance of self-managing work groups in organizations is proposed. The model emphasizes the importance of three design factors in constructing such groups: (a) the design of the group task, (b) the composition of the group, and (c) the structure of group norms about performance processes. The influence of these design factors on work group effectiveness is shown to be moderated by (a) the work technology with which the group must deal, and (b) the interpersonal relationships that develop among group members. Implications of the model are discussed, including issues regarding the management of work groups in organizations, and choices about when it is advantageous to design work to be done by interacting groups rather than by individuals.
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