Self-Managing Team Organizational Paradigm Paper

Self-managing Team Organizational Paradigm
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University of Phoenix
Self-managing Team Organizational Design Paradigm
The Self-managing Team Organizational Paradigm (SMTOP) is a leadership and organizational structure that embraces emotional intelligence and individuals ' work preferences. The model was developed with a combination of several existing models (Compound Model) and is a type of hybrid structure. With guiding principles from the Boundaryless Organizational Design, the Simple Structure Organizational Design, and Congregations model, this model is a Communications Paradigm that serves to bring out the best in the organization by investing time up front in exchange for future efficiencies. The model 's design, the basis for
The model uses self-managed teams who are comprised of meticulously selected team members. Similar to the fundamentals of the Congregations model, the members are grouped together based upon personality, emotional intelligence, and individual 's work preferences.
SMTOP teams do not have formal, hierarchical structures but rather share the responsibility for governing the team and managing the work. The organization has a facilitator who is the senior organizational leader but this individual does not directly control the group, nor does he or she rate the members. The team 's governance and control remains with the team members, who develop the rules of engagement and rate each other. Employees are motivated to perform in this environment because they have more equity in the processes and outcome.
The Business Unit Organizational Design is the base for the SMTOP. This is where subject matter experts (SME) in a particular area are brought together to work in the area of their expertise. The SMEs work in the most productive manner because they are extremely well versed in the work. Little to no on-the-job training is needed for the team
1). The qualitative aspects could be affected as well. The choice for the overall organizational structure can determine the tone within the organization and can positively or negatively affect its productivity. The leaders or owners, which ever may be the case, need to take a careful look at the organization and its mission, vision, and goals to determine which structure best fits.
According to Kates, "The reliance on downward communication that most organizations exhibit inevitably leaves mid- and lower-level staff feeling disconnected. The different messages they hear from their leaders undermine their own ability to work together across organizational boundaries, which presents a challenge" (Kates, n.d., p. 29). The SMTOP model reduces the problems that arise with downward communication because most direction comes laterally and collaboratively. The teams are communicating daily and share information as a