 A quasi-experiment conducted by Wall, Kemp, Jackson, and Clegg (1986) found that implementing autonomous work groups of 8 to 12 shop-floor employees in a manufacturing setting positively affected both the intrinsic and extrinsic job satisfaction of employees, while obviating some supervisory positions.Self-management is defined by Thoresen and Mahoney (1974) as occurring when an individual behaves in a way he would not normally behave, and there are no external forces dictating that the person maintain that behavior.Self-management requires self-observations (e.g., keeping a log of what one has discussed with others on the phone), specification of goals (e.g., being responsible for setting one's own schedule and priorities), cueing strategies (e.g., putting a checkout board by the exit to remind an employee to let their secretary know where they are going and when they expect to return), rehearsal (e.g., recording one's presentation to clients and making corrections as needed), self-evaluation (e.g., using a chart to keep track of work quality and quantity), and self-reinforcement (accomplished by building intrinsic rewards for the performance of tasks; Bass, 1990; Manz & Sims 1980).