Attaining Productivity Improvements

In early-1990, Company Week declared that the American economy was "desperately trying to find a dose of productivity" (Cooper, & Madigan, 1990, p. 27). The realization that lagging productivity was a major issue caused many American companies to develop and pursue stringent production price reduction programs (Pennar, 1988, p. 102). There is, however, just so far that a business can go in improving productivity through production price reduction. Pennar (1988, p. 102) pointed-out that it's "obvious during the far more recent productivity numbers how the advantages of slimming down and restructuring are running out." In this latter context, American manufacturing productivity has improved, but, in terms of productivity growth, the us ranks only fifth between the industrial countries, behind, in order of greatest productivity growth, Japan, Britain, France, and Italy ("Special Report: Productivity," 1988, pp. 102-152; Harber & Samson, 1989, pp. 283-303).

Harrington, 1991, pp. 23-27) claimed that 1 reason for the improvement in American productivity may be the increasing use of self-managed work teams in American industry. Masternack (1993, pp. 225-238) attributed the gains in productivity towards the use of profit-sharing strategies. Ross (1992, pp. 46-51), by contrast, contends

 

Combining profit-sharing and team building do not harm productivity, and may cause greater productivity gains than would accrue from a productivity improvement technique based only on profit-sharing or team building.

Group decision-making is a purpose with the social integration of people into groups (Sisk, 1992, p. 410). Social integration refers to the integration of people into society in its numerous forms, and also the ameliorative strategies produced to improve or facilitate social integration, one of that may be team building (Ancona & Caldwell, 1992, pp. 634-665). The integration of individuals into their society results from forces which place them from the system, and which govern their participation and patterned associations with others.

Participation during the organizational leadership system is often a complex, and often divisive difficulty (Horton, 1992, pp. 58-61). Decision-making in corporations has been described as a procedure of behavior in the economic design (or total rationality) at one extreme, and from the social type (or complete irrationality) at another extreme (Kimberly & Rottman, 1987, pp. 569-619). This description signifies that only irrational decision-making accords

 

 

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