Team Charters - Theoretical Foundations and Practical Implications for Quality and Performance

William I. Norton; Lyle Sussman

doi:10.1080/10686967.2009.11918214

Team Charters - Theoretical Foundations and Practical Implications for Quality and Performance

William I. Norton, Lyle Sussman

Emeriti, Retired & In Memoriam (PCOB)

University of Louisville

Research output: Contribution to journal › Article › peer-review

Abstract

The objectives of this article are to introduce and develop team charters as tools to link corporate-level mission statements and strategies to activities at the team level. The theoretical frameworks of psychological contracts and realistic job previews provide the foundation. Based on relevant literature and anecdotal experience, the authors offer specific guidance on the content of team charters, suggest a set of applications, and discuss limitations. The principal beneficiaries should be practitioners charged with quality initiatives at all organizational levels.

Original language	American English
Journal	Quality Management Journal
Volume	16
DOIs	https://doi.org/10.1080/10686967.2009.11918214
State	Published - Jan 1 2009

Disciplines

Business
Business Administration, Management, and Operations

Keywords

Charter
Job analysis
Management styles
Performance management
Psychology
Quality management
Team building

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10.1080/10686967.2009.11918214License: Unspecified

https://doi.org/10.1080/10686967.2009.11918214

Cite this

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KW - Performance management

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KW - Quality management

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Team Charters - Theoretical Foundations and Practical Implications for Quality and Performance

Abstract

Disciplines

Keywords

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