Evaluation of Self Managed Work Team

This report explores the potential of self-managed work teams. A self managed work team has been describe as “formal groups in which the group members are interdependent and can have the authority to regulate the team’s activities”(Desimone, R. Wermer, J. Harris, D. 2002, p 591)

In today’s modern workplaces we are beginning to see more self-managed work teams develop. However, it is important to always recognize that such a system will not work in every organization. This is due to the fact that “most self managed teams are designed to meet an organization’s specific needs”. (Desimone, R. Wermer, J. Harris, D. 2002, p 591)

Self-managed team programs benefit the organisation in many different ways they can “produce greater satisfaction, reduced costs, faster and better decision making, improved pricing, and increased market share”. (Elmuti, D. 1998. p179) The benefits also can affect important business issues such as “reduced costs, reduced workforce, increased productivity, getting closer to customers, fewer layers of managerial bureaucracy, shorter time to market for products and services, increased employee motivation and commitment, and increased recognition of individual employees contributions.” (Elmuti,

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p179)

Differences between self-managing teams and conventional management strategy

The key requirement to having a successful self-managing team is full support from the organisation senior management. 1990 p79)

· “Reduced operating costs. 2002, p 592) since self-managing teams were implemented three years ago.

Implementation Approaches

Opportunistic Approach

This approach has the highest risk of failure. 1999, ref 7308)

Northern Telecom

Northern Telecom’s repair facility in Morrisville North Carolina, “revenue increased by 63%, sales by 26%, and earnings by 46%” (Desimone, R. Some examples are:

· Reporting Functions e. 1995) Their role would change and may include functions such as lead, and coach, a facilitator, a sponsor, and a supporter of those members of the self-managed teams. The team leader’s role is not that of a traditional leader.

Positive things that have been attributed to self-managed teams include increased quality, productivity, and employee’s quality of work life, decreases in absenteeism and reduction in employee turnover.

It is important that before any thought of self-managed teams is entertained that the culture or the organisation is evaluated to see what changes need to be made to ensure that self-managed teams will be suited to the culture of the organisation.

The team leader is responsible for planning and facilitating team meetings, coordinating the work of the team and acting as the communication link for the team.

Approximate Word count = 3062
Approximate Pages = 12 (250 words per page double spaced)

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