Self Managed Team
Question No 1
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.
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.