Self-Managed Work Teams
SELF-MANAGED WORK TEAMS
Class:
Human Resource Management
November 29th, 2012
CONTENTS
INTRODUCTION___________________________________________________________1
SELF-MANAGED WORK TEAMS DICIPLINES_________________________________2
LEADING A SELF-MANAGED WORK TEAMS_________________________________5
THE DIFFERENCES BETWEEN CONVENTIONAL TEAMS AND SELF-MANAGED WORK TEAMS____________________________________________________________6
SUCCESS FACTORS OF SELF-MANAGED WORK TEAMS______________________8
ADVANTAGES AND DISADVANTAGES OF SELF-MANAGED WORK TEAMS____10
CONCLUSION___________________________________________________________13
REFERENCES____________________________________________________________14
INTRODUCTION:
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
Class:
Human Resource Management
November 29th, 2012
CONTENTS
INTRODUCTION___________________________________________________________1
SELF-MANAGED WORK TEAMS DICIPLINES_________________________________2
LEADING A SELF-MANAGED WORK TEAMS_________________________________5
THE DIFFERENCES BETWEEN CONVENTIONAL TEAMS AND SELF-MANAGED WORK TEAMS____________________________________________________________6
SUCCESS FACTORS OF SELF-MANAGED WORK TEAMS______________________8
ADVANTAGES AND DISADVANTAGES OF SELF-MANAGED WORK TEAMS____10
CONCLUSION___________________________________________________________13
REFERENCES____________________________________________________________14
INTRODUCTION:
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
References: 1. Career Track, "Implementing self-directed work teams" (Newsletter, SV-No. 16), 1995, pp. 1-8. 2 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. 6 7. Mears, P. and Voehl, F., Team Building, St. Lucie Press, Delray Beach, FL, 1994. 8 21. Spanbauer, S.J., "A quality system for education", Quality, Vol. 6 No. 4, 1990, pp. 55-65. 22 29. Stein, R.E., Next Phase of Total Quality Management, Marcel Dekker, Inc., Boston, MA, 1994, pp. 103-23. 30