Teamworking and Commitment — Philosophy and Practice

  • Peter Wickens
Chapter
Part of the Industrial Relations in Practice book series

Abstract

Teamwork and commitment permeate every aspect of the Nissan approach. You cannot have true teamworking and commitment without common terms and conditions of employment, without managers and supervisors who are genuinely interested in keeping people informed and involved, without work practices which encourage flexibility and innovation. To separate certain elements for specific attention under this heading is an almost impossible task.

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Notes and References

  1. 1.
    Max Weber The Protestant Ethic and the Spirit of Capitalism (Allen amp; Unwin, 1930).Google Scholar
  2. 2.
    A. E. Best ‘Change — the blend of reality and vision’, Industrial Participation No. 589, Winter 1985/86.Google Scholar
  3. 3.
    I. Robertson and M. Smith Motivation and Job Design (IPM 1985).Google Scholar
  4. 5.
    Richard E. Walton ‘From control to commitment in the work-place’, Harvard Business Review, March 1985.Google Scholar

Copyright information

© Peter Wickens 1987

Authors and Affiliations

  • Peter Wickens
    • 1
  1. 1.Nissan Motor Manufacturing (UK) LtdUK

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