Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Harvard Business Publishing
Version: 5 June 1992
Length: 9 pages
Data source: Field research
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Abstract
Describes the innovative use of a cross-level team as a tool for driving change at a troubled AT&T plant. After the team is disbanded, the case raises questions about the group's achievements, and about how well the organization is positioned to tackle the changes that still lie ahead. Teaching Objective: To raise issues relative to teamwork and empowerment and encourage students to examine what it takes for an organization to embrace long-term, continuous change.
Location:
Industries:
Size:
2,000 employees
Other setting(s):
1988-1990
About
Abstract
Describes the innovative use of a cross-level team as a tool for driving change at a troubled AT&T plant. After the team is disbanded, the case raises questions about the group's achievements, and about how well the organization is positioned to tackle the changes that still lie ahead. Teaching Objective: To raise issues relative to teamwork and empowerment and encourage students to examine what it takes for an organization to embrace long-term, continuous change.
Settings
Location:
Industries:
Size:
2,000 employees
Other setting(s):
1988-1990