Abstract
There is a management revolution gaining momentum in this country and its name is teams. Much has been written about teams; most of it focusing on the effectiveness gains that are possible, the quality improvements that can be made, the reduced overhead and competitive advantages that can result, and quality-of-life gains for the work force. What about the impact on managers, however? The usual line on teams is that the manager stops making decisions, stops giving orders, and becomes more of a "coach." Unfortunately, this coaching concept is typically not very well defined. Few reasons are provided as to why a manager might see this as a beneficial career move! In this presentation, we will explore a new role definition for managers as "team advisors" in order to give a manager facing the prospective deployment of teams some sense of what she/he may actually be doing in the new teams environment and how that is a desirable thing. Paper presented at CAUSE94, the full proceedings of which are available through this Library as PUB1094.