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Communication in the Transition to Self-Directed Work Teams

Florida State University, cdouglas{at}cob.fsu.edu

Jeanette S. Martin

University of Mississippi

Roberta H. Krapels

University of Mississippi

Although adopting self-directed work teams (SDWTs) presents a challenge, this study shows that subordinates’ perceptions of managers’ influence strategies affect the success of change within organizations. Using data collected over 18 months, this study examined employees’ perceptions of managerial communication used prior to and during the implementation of SDWTs at a manufacturing firm as well as the effect of team and organizational communication on team members’ participation. First, the results indicated that managers who communicated persuasively using "soft" influence tactics in the team development process were perceived to be more effective. Second, team communication was found to have a significant positive effect on team members’ participation. Thus, the findings provide strong support for use of soft influence tactics in managerial communications when implementing SDWTs.

Key Words: change communication • self-directed work teams • managerial communication • influence communication • team communication

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