XEL의 케이스를 통하여 self-managed work teams (자율관리 작업조직)에 대한 공부. 케이스와 에세이 모두 영어로 작성.
In the mid-1980s, Bill Sanko and his partners bought XEL Communications Inc. from GTE Corporation. XEL manufactures telecommunications equipment such as custom circuit boards for phone companies and corporate phone systems. In order for the small (180-employee) company to compete with industry leaders such as AT&T, Sanko realized that he would need to make some dramatic changes aimed at cutting costs and decreasing production time on custom orders to increase customer responsiveness.
After much soul searching, Sanko and John Puckett, vice president of manufacturing, with the help of a consultant, decided to reorganize the company`s production workers into self-managed work teams. In the past, the firm had used a traditional hierarchy of authority to manage the work process. Factory workers reported to supervisors who reported to department managers who reported to others higher up in XEL`s hierarchy. After the 1988 reorganization, factory workers, who were now members of self-managed work teams, took on many of the responsibilities and decisions that had been their supervisors` and upper managers` jobs. As a result of this major change, XEL was able to cut its supervisory and support staff by 30 percent. The changeover to self-managed work teams also reduced coordination and motivation problems, resulting in speedier and more efficient handling of custom orders. Visible signs of these improvements are brightly colored banners on the plant walls, which indicate each team`s standing on everything from attendance to deliveries to team performance measures. Teams are also eligible for quarterly bonuses based on team performance