Temporary or Permanent Middle-Management Groups?

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Abstract
In this study of 415 middle managers in four different manufacturing plants involved in QWL change projects, differences in managers' QWL-related attitudes on seven scales are compared between those involved in permanent problem-solving groups, temporary groups, and those with no group experience at all. Those in permanent groups have significantly more positive attitudes than those in temporary groups on all seven scales. Those in temporary groups tend to have more negative attitudes than those with no group experience. Themes of powerlessness and empowerment are used to explain the results, and implications for overcoming managerial resistance to worker participation are highlighted.

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