Tasman Pulp and Paper : from a hierarchy to a team

Please use this identifier to cite or link to this item: https://superindex.lbr.auckland.ac.nz/handle/123456789/60268

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DC Field	Value	Language
dc.creator	Millar, Sandy	-
dc.date	2003	en
dc.date.accessioned	2013-04-09T23:44:52Z	-
dc.date.available	2013-04-09T23:44:52Z	-
dc.date.issued	2013-04-10	-
dc.identifier.isbn	0582546907	en
dc.identifier.uri	http://hdl.handle.net/123456789/60268	-
dc.description.abstract	In 1992,Tasman Pulp and Paper's new CEO Brice Landman knew a lot of changes had to be made at the Kawerau Mill to overcome low productivity, high costs and industrial disputes. He employed new top managers, changed the mill team into many small function-based groups and negotiated separated contracts to move to team-based system over four years. Extensive training programmes were established for staff members. Includes questions for discussion	en
dc.relation.ispartof	BOOK: Managing organisations in New Zealand	en
dc.rights	Pearson Education New Zealand Limited, 2003	en
dc.title	Tasman Pulp and Paper : from a hierarchy to a team	en
prism.startingpage	42	en
dc.subject.organisation	Tasman Pulp and Paper	en
dcterms.spatial.country	New Zealand	en
prism.endingpage	44	en
dc.subject.category	Mini case	en
dcterms.spatial.city	Kawerau	en
dc.publisher.place	Auckland, NZ	en
dc.subject.industry	Agriculture	en
dc.subject.broadcategory	Human resource management	en
dc.subject.broadcategory	Communication	en
dc.subject.keywords	Change	en
dc.subject.keywords	Culture	en
dc.subject.keywords	Quality control	en
dcterms.accessrights.availability	Contact your nearest library service	en
Appears in Collections:	Business Case Studies

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