October 1999
Beginner
336 pages
12h 25m
English
In 1989, J.D. Bryant was perfectly content overseeing a staff of 15 circuit-board assemblers at the Texas Instruments Forest Lane defense plant in Dallas. “Then one day I heard the company was moving to teams and that I was going to become a facilitator. I'm supposed to teach the teams everything I know and then let them make their own decisions.” Not sure if something good or bad had happened, Bryant pressed his supervisor for more information: “ 'This is career enhancing?' He said, 'Oh yes. You won't have to do performance reviews any more. The team will take them on.' ” Later the supervisor followed with: “Since you won't be a supervisor anymore, you'll have to take a 5% pay cut” (Caminiti, 1995 ...
Read now
Unlock full access