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Introduction The organizational behavior issues that I addressed in this paper pertain to self-managing teams at General Electrics aircraft engine assembly facility in Durham North Carolina hereafter referred to as GE The article Engines of Democracy from Fast Company magazine is particularly interesting because the self-managed teams at General Electric fit the definition from our class text Organizational Behavior 1998 almost perfectly According to this book Among the management responsibilities allotted each self-managing team is that of continually assessing the work of the team and redesigning the jobs of the teams members p 152 Throughout the article examples of job and process changes made at GE were noted The majority of these changes were made to existing company processes prior to the opening of the plant while the quest for continuous improvement has driven other changes since the facility opened You will find various examples of these changes throughout this paper Although our course text Organizational Behavior 1998 just touches on self-managing teams the situation at GE seems to be a hybrid of not only self-managing teams p 152 but of quality circles p 151 and TQM p 150 I chose the article Engines of Democracy because I believe that self-directed work teams can be successful in many situations Unfortunately they do not formally exist at Commonwealth Edison my employer which is a traditional hierarchical company I also chose this article because jets fascinate me Simply stated I am amazed by the fact that something that is so heavy is able to fly so high and so fast In the article Charles Fishman 1999 sums up my feelings when he states That someone who lives in Topeka can decide on a whim to go to Tokyo and be there in less than a day is truly miraculous p180 In this paper I have highlighted several success factors at GE and examples are included where it is appropriate The success factors included are
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