Self-directed work teams are gaining popularity as an alternative to traditional work designs. This study attempts to address what is the "driving force" behind the installation of self-directed work teams. What stage have self-directed work teams developed within the various organizations? How is the self-directed work teams "governed"? What are the steps followed in installing self-directed work teams? What problems are encountered at each step of the installation? What solutions are used to solve the problems encountered, and what would be the results (effects on performance impact on supervisors, productivity, costs, absenteeism, and job satisfaction) from implementing self-directed work teams? The study used an organizational guiding behavior survey. The survey was administered to workers on December 16, 1998, at Becton-Dickinson when 56 surveys documents were distributed to each department #242 work cells and #272 non-work cells in Columbus, Nebraska, and all returned completed. This project incorporate, a study of current trends in self-directed work teams programs, as they apply to the management-associates relations process. This study shows how managers are becoming more involved with their work force, to empower associates to make their own decisions, decrease associates job dissatisfaction, and allow for flatter organizational charts. In today's work environment, there is a need to change the way management and the associates communicate. The traditional way that management communicates with the associates is by telling them what to do, and how to do their job. In years past the traditional democratic style of management was effective, but in today's work environment requires a flatter coaching style of management. Based on the project study one objective was established, to flattening management hierarchy and create a coaching atmosphere instead of telling. The self-directed work team transformation in today's workplace is in the form of how managers are becoming more like mentors and coaches when communicating with associates. Tom H. WashingtonSummer 2000