Introduction The organizational behavior issues that I addressed in this paper pertain to self-managing teams at General Electric’s aircraft engine assembly facility in Durham, North Carolina (hereafter referred to as “GE”). The article “Engines of Democracy” from Fast Company magazine is particularly interesting because the self-managed teams at General Electric fit the definition from our class text, Organizational Behavior (1998), almost perfectly. According to this book, “Among the management responsibilities allotted each self-managing team is …showed first 75 words of 1506 total…

…showed last 75 words of 1506 total…the employees came from Robert Henderson, who even with the goal of making the plant as radical as possible, stated “I was just constantly amazed by what was accomplished here” (Fishman, 1999, p. 188). References Hollenbeck, J., & Wagner III, J. (1998). Organizational Behavior. (3rd ed.). New Jersey: Prentice-Hall, Inc. Fishman, C. (1999, October). Engines of Democracy. Fast Company, 28, 174 -196. Attner, P., & Wolf, R.. (1998). The Packer Way: Nine Stepping Stones to Building a Winning Organization. United States: St. Martins Publishing.