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By Charles Wankel

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This, however, did not deter a number of companies from experimenting with team-based structures. The implementation of teams to perform a variety of tasks became commonplace in the 1990s. Kodak (customer service teams), Chevron (interfunctional teams), Dow Corning (self-managed teams within a unionized context), ­Motorola (self-managed teams within a nonunionized context), and Miller Brewing Company (cross-functional teams) are just a few examples of the application of teams within organizations.

Mutual commitment to team goals is a group norm that develops when team leaders engage each member of the team in the development of those goals. Objectives created in the absence of team input will be less likely to engender mutual commitment. Developing the appropriate reward structure and creating positive group norms are two approaches for effectively managing the SID. Do these areas offer the same promise for managing our second, individual-level dilemma involving the management of emotion?

First, quality circles were attempted, and then some companies started performing production, project, and service work with teams. Many organizations realized the benefits of teambased approaches by achieving increases in productivity, efficiency, and quality. For other organizations that failed to implement appropriate support mechanisms, the benefit of teams fell far short of their promise. This, however, did not deter a number of companies from experimenting with team-based structures. The implementation of teams to perform a variety of tasks became commonplace in the 1990s.

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