Self Managed Teams requires a good transition process. Explain the transition process that involves.
Self-managed teams require new work processes, attitudes and behaviors. Research has concluded that they often cause upheavals in patterns of thinking about oneself, others, leadership and the organization. Members are required to hold themselves mutually responsible for a set of performance goals. This requires they take responsibility not only for their own behavior, but for that of others as well. They are also required to rely on trust instead of orders from top management. Long held traditions of organizations may need to be abandoned.
According to Moravec et al. (1997), Self Managed Team increase flexibility, speed up Decision-making, reduce costs and cycle time, and especially, increase innovation.
The transition to self-managed teams can be a subtle and demanding process. Some of the transition process is:
1. Creating a work unit responsible for an entire task.
This step requires defining a whole work unit based on identifying a customer, establishing a means of contact between the team and a customer and establishing the standard for the product or service.
2. Establishing specific measures of the work units output. These include defining standards for outputs in term of quality, quantity, cost and timeliness together with accountability and a feedback system.
3. Designing multi skilled jobs.
A systematic study of workflow functions and variances is followed by redesigning the jobs to enhance the development of multiple skills.
4. Creating internal management and coordination tasks
The coordination of the work teams tasks typically handled by managers in a conventional organization, is handled by the team and covers items such a scheduling, task assignments, hiring of new members and cross functional training, which must be addressed by designers as well as by the team itself.
5. Creating Boundary Management tasks
Processes and procedures must be established to coordinate with managers, other departments, suppliers and customers outside the group.
6. Establishing access to information
The group defines the information needed and the design of the processes, hardware and software necessary to obtain, direct, accurate and timely performance related feedback and information.
7. Establishing support systems.
The work team must consider how the teams are to be supported , which involves the ‘ How’s’ of training, career progression, team interfacing with management, and payments and rewards.
Question No 2
Are there any differences between Quality Circle Team and Self Managed Teams? Provide justification to your answer. (Tips: you need to conduct some internet research to answer this question).
One of the most widely practiced applications of problem-solving teams during the 1980s was quality circles.8 As described in Chapter 7, these are work teams of eight to ten employees and supervisors who have a shared area of responsibility and meet regularly to discuss their quality problems, investigate causes of the problems, recommend solutions, and take corrective actions. Self-Managed Work Teams Problem-solving teams were on the right track but they didn't go far enough in getting employees involved in work-related decisions and processes. This led to experimentation with truly autonomous teams that could not only solve problems but implement solutions and take full responsibility for outcomes.
Self-managed work teams are groups of employees (typically 10 to 15 in number) who perform highly related or interdependent jobs and take on many of the responsibilities of their former supervisors.9 Typically, this includes planning and scheduling of work,. assigning tasks to members, collective control over the pace of work, making operating decisions, taking action on...