costs, customer service, quality, and safety. Self-managed work teams do not always have positive results, however. These teams can be expensive to start, have the potential for the greatest conflict, and are often difficult to monitor the progress of. The move to self-managed work teams at Levi Strauss & Co. in the 1990s pitted highly skilled and efficient workers against their slower counterparts, who the faster workers did not feel were sufficiently contributing to the team. Parallel teams Parallel teams (also referred to as advice and involvement teams) pull together people from different work units or jobs to perform functions that the regular organization is not equipped to perform well. These teams are given limited authority and can only make recommendations to individuals higher in the organizational hierarchy. Parallel teams are used for solving problems and activities that are in need of revision or improvement. Examples of parallel teams are quality circles, task forces, quality improvement teams, employee involvement groups. The effectiveness of parallel teams is proven by the continuation of their usage and expansion throughout organizations due to their ability to improve quality and increase employee involvement. Project teams Project teams (also referred to as development teams) produce new products and services for an organization or institution on a one-time or limited basis, of which the copyrights of that new product or service will belong to the establishment that it was made for once it is completed. The task of these teams may vary from just improving a current project, concept or plan to creating an entirely new projects with very few limitations. Projects teams rely on their members being knowledgeable and well versed in many disciplines and functions, as this allows them to complete the task effectively. Once a project is completed, the team either disbands and are individually moved to other special functions or moves on to other projects and tasks that they as a unit can accomplish or develop. A common example of project teams are cross-functional teams. A project team's effectiveness is associated with the speed with which they are able to create and develop new products and services which reduces time spent on individual projects. Management teams Management teams (also referred to as action and negotiation teams) are responsible for the coordination and direction of a division within an institution or organization during various assigned projects and functional, operational and/or strategic tasks and initiatives.