ities and training from staff or supervision
Comfort knowing help is there from other team members Frustration when workload peaks
Camaraderie and collective action Backbiting and individual action
Shared responsibility Individual responsibility
Focus on the organization Focus on the individual
Sharing Information Protecting information
Accountability for the team performance Stress for accountability on the "supervisor"
Visible performance measurement Inadequate information on performance and recognition for accomplishment
Just as important as having the right manager in a management role is have the self-managed team with the right teams members, factors that employers are looking for in team members is someone who is trustworthy, empowered, accountable and focused on process as well as results.
I believe that it is imperative that, when finding the team members, employers should be honest outlining the demands that will be placed on them with regards to, performance, work standard, the direction of the team, behaviors. This is due to the fact that generally staff will not be familiar in a self managed team environment, and this environment may not suit all employees.
Managers and consultants who are setting up the team need to ensure that they select the correct employees to work in this new working environment. Staff should be found that have demonstrated initiative and potential.
The manager's role changes from that of a traditional manager who would generally react when problems occurred, and then direct the team to fix it. This role would change to "more progressive functions." (Esparza, M. 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.
Managers must constantly work on removing illogical work procedures and red tape that get in the way of team self-manage...