Date of Award
6-1988
Document Type
Thesis
Degree Name
Master of Business Administration
Department
Business
Abstract
This study examines the evolution and practice of participative management within the General Motors Wentzville Assembly Center, with a focus on team development, labor–management relations, and organizational communication. The research situates the Wentzville plant as a case study in the broader context of the U.S. automotive industry’s efforts to implement participative programs during the late 20th century, including quality circles, team-based structures, and employee involvement initiatives.
The thesis highlights the challenges and opportunities faced by both management and the United Auto Workers (UAW) in adopting cooperative approaches to decision-making and problem-solving. Key themes include the role of trust and transparency in fostering successful union–management collaboration, the importance of communication channels in shaping employee perceptions, and the impact of participative structures on workplace morale, productivity, and quality outcomes.
Drawing on interviews, plant records, and published reports, the study analyzes how participative management was introduced, how it interacted with existing union structures, and how both groups negotiated the balance between traditional hierarchical authority and more democratic workplace practices. Particular attention is given to the training and development of teams, as well as to the outcomes of quality circle programs aimed at improving efficiency and addressing shop-floor concerns.
The findings suggest that while participative management at Wentzville was not without tension, it contributed to an evolving organizational culture that emphasized shared responsibility, cooperative problem-solving, and continuous improvement. The study underscores that successful implementation depended on sustained commitment from both management and union leadership, as well as consistent communication and trust-building efforts.
Ultimately, the thesis positions the Wentzville experience as a valuable example of the complexities and potential of participative management in a heavily unionized, high-volume manufacturing setting.
Recommended Citation
Smith, Jacquelyn Jean, "Team Development Is An Industry Management Tool Whose Time Has Arrived" (1988). Theses. 1465.
https://digitalcommons.lindenwood.edu/theses/1465
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