Self-Managed Work Teams

Topics: Management, 1994, Team Pages: 11 (3356 words) Published: December 2, 2012

Human Resource Management

November 29th, 2012


SELF-MANAGED WORK TEAMS DICIPLINES_________________________________2

LEADING A SELF-MANAGED WORK TEAMS_________________________________5

THE DIFFERENCES BETWEEN CONVENTIONAL TEAMS AND SELF-MANAGED WORK TEAMS____________________________________________________________6






Self-managed work teams are work teams that are given permission to organize and control the work that they do. Self-managed work teams are independent and interdependent as the self-managed work teams itself is independent while the members are interdependent. The team is self-regulating, operating with few external controls. Team members determine schedules, procedures and the need to make adjustments. Self-managed work teams delegates specific responsibility and decision-making authority to the team itself, it is expected that the individual will set their own goals, monitor progress, adjust behavior to increase the chances of attaining goals and in some instances even self-reward or punishment comparing to the traditional work team, in where it is control completely by the management. By Self-managed work teams, each independent is given freedom and responsibility to accomplish tasks in an efficient way as the main idea of self-managed work teams is positional authority. By adopting self-managed work teams, the individuals can create synergy through the contribution of several team members all engaged on the same task, while psychological well-being arises through increased opportunities for interaction between team members and involvement in job-related decision making. In general, self-managed teams have considerable discretion over: * The work done and setting team goals

* How work is achieved – which processes are used and how work is scheduled * Internal performance issues – distributing the work and the contribution made by each member of the team * Decision making and problem solving.


In order for an organization that wanted to establish and achieve the self-managed work teams from the traditional teams, there are disciplines of the self-managed work teams that need to be follow. These disciplines are a set of skills, approaches, insights, and practices that are not typically mastered by more conventional teams. As the disciplines itself, is evolutionary rather than revolutionary, the teams need to move toward self-management along a continuum from "other-directed" to becoming self-directed. By mastering the self-managed work team’s disciplines, it is the main key to achieve and understand the concept of self-managed work teams itself. These disciplines also ensure the long-term success of the teams. A self-managed work teams discipline consists of:

* Establish & Communicate the Boundaries of Team Authority: Aside from defining the boundaries of the team authority, a self-managed work teams must clearly communicate to its members, to the steering committee, to other teams, and to the entire organization the specific boundaries of its role and authority. When a self-managed work teams can’t uphold its communication it can cause a self-destruction, as it fail to negotiate a clear and agreed-upon charter up-front. Aside, to maintain the communication between members, a consistent measurement or checking is required to ensure its relevancy.

* Develop Cross-Functional Skills or Knowledge:
Another difference of self-managed work teams and conventional team is that all members of the team are intimately...

References: 1. Career Track, "Implementing self-directed work teams" (Newsletter, SV-No. 16), 1995, pp. 1-8.
5. Conger, J.A. and Kanungo, A.T., "The empowerment process: integrating theory and practice", Academy of Management Review, Vol. 13 No. 3, 1988, pp. 471-82.
7. Mears, P. and Voehl, F., Team Building, St. Lucie Press, Delray Beach, FL, 1994.
21. Spanbauer, S.J., "A quality system for education", Quality, Vol. 6 No. 4, 1990, pp. 55-65.
29. Stein, R.E., Next Phase of Total Quality Management, Marcel Dekker, Inc., Boston, MA, 1994, pp. 103-23.
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