2. What specific steps would you undertake to make the self-directed teams? How, specifically, would you deal with the cost and time standard issues?

Jim Hartough was not in a good mood. He worked his way through the ranks when supervisors did supervision and workers did what they were told. He was now faced with the fact that the new president of Melrose products was one of these “touchy-feely” types that was pushing for self-directed work teams. As the manufacturing manager, Jim was ultimately responsible to not only meet production needs, but also to do so in the most efficient and cost-effective manner possible. To him, that meant specific allocation of work. It had always.