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Case study self-managed teams
Case study self-managed teams
Case study self-managed teams
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For the case study “RL Wolfe: Implementing Self-Directed Teams” and the previous cases assigned, our team has always been using a structure in terms of roles assigned. We split the case into 6 segments, and each person was assigned one by the team leader. So, we can definitely say we did not possess the features of a well designed self-directed team.
Self-directed teams should be implemented within the group as there are a lot of benefits to it that will help our team succeed. In terms of participative design, all of the team members will be involved in choosing their own roles and doing this makes sure that everyone is happy with their roles and they are not stuck with work that is difficult according to them. This approach helps in making
everyone participate as we all should be involved in designing the processes used to approach the case study. I feel that using self directed teams will result in people creating more innovative ideas and concepts which can prove to be vital to perform successfully in the case study. The team leader for the case usually assigns all the roles and everyone reports their concerns and results to him/her. The core values of SDTs are equality and equity, which is not clearly seen in our team as there is a clear reporting head, and other 5 members definitely feel inferior to the team leader. In terms of egalitarian and humanitarian values, this concept would help our team significantly as everyone would feel equal and they would all be free to voice their ideas and concerns. Trust is another key factor that will be developed through self directed teams, as members won’t be overlooking each other, and trust each other completely to handle their part of the case to the best way possible. Communication is lacking when my team performs a case study, and I feel that using a self-directed team approach will considerably increase the team’s communication levels. I believe that it is vital to have cooperation and mutual trust to succeed in any task and I trust my team to carry out their assigned roles with diligence.
Forming is the base to teaming building. At this stage, the roles and the responsibilities of every individual of the team are unclear. The most commanding role at this stage is of the leader. It depends on him as to how to give the tasks and how to set the goals.
RL Wolfe decided to try the SHRM through self-driven teams. In the past, the company had highly unionized stru...
The theories I have studied are by Belbin and Tuckman. Belbin believed in team roles and thought an ideal team would consist of nine people, each with a role. I believe this theory works well to some extent as everyone within the team will hold a role and the other members within the team will know one another’s roles, this will decrease confusion in the team and allow them to work towards the goal in an effective manner, also by everyone having their own role they can work on their role and bring their work back to the team in order to discuss. I believe that Belbin’s theory is a well thought out theory and would work well if a team always consisted of nine people but realistically it doesn’t. Sometimes a team can consist of three or less
If I had the opportunity to re-live my situation utilizing the four frames analysis knowledge as a guide, I would most certianly clarify the structure of our team at the very start of the project. If that structure was a rigid chain of command, or a loosely devised informal team, or something in between it would not matter. What would be most important is that every team member would know what that structure was, what each team members role was, and what were the teams overall goals, required actions, individual skills, and leadership structure.
Normally in a group, the work will be divided into the number of members in the group and may be arranged to each of the members to receive the part where they are more confident and have more knowledge of it. In addition, if a member is confused with their work, he can receive assistance from his teammates rather than just being alone and figure it himself independently. However, I believe sometimes been in a group can have its cons. A common pitfall associated with working as a group is disagreement about the way something is being done, a particular issue, or an opinion. Sometimes one member might have his own beliefs and want to perform a task in their way and conflict can arise from this. Once conflict arises, the members can discuss their own opinions and might arrive to a solution, but this can cause a member to not show their full potential because something was not done the way they wanted. I believe this is very common but if you are open minded, it can be overcome for the sake of the team to be
Effective teams must be developed, not just formed. A group is not a team. Members of a group may sometimes work together, but members of a team always work together. The team need not all be in the same place to be working together. “With a group, the whole is often equal to or less than the sum of its parts; with a team, the whole is always greater” (Oakley, Brent, Felder and Elhajj, 2004). A team, as defined above, has certain characteristics that make it effective. Not all of these traits are present when a team is in the forming stage. Tea...
Seven tasks must be included in consideration of team dynamics and structure. The first of which is defining the goal, mission or function of a specific team. The team must know what it is being asked to accomplish. The second area of consideration is assessing what skills, abilities, knowledge or potential to acquire such would be needed amongst selected team members. Identification of potential team members should include an assessment of the skills, knowledge and abilities or the potential to acquire such so that ultimately the team has the building blocks with which to succeed in its mission, goal or function. This assessment must include an understanding of realistic potential contributions by potential team members with the included assessment of whether or not the acquisition of skills and knowledge can be made available through research and analysis.
The importance of teams is becoming more and more apparent in today's dynamic business world. Increasingly managers are searching for a means to improve production and keep their organization competitive in the global market. A lot of these managers have turned to the team as a means for achieving this improvement. Quality circles were originally looked at to fulfill this role, however they are being phased out in favor of self-managed work teams. These teams are increasingly being used to solve many of today's organizations production problems and inefficiencies, and in the process are both badly failing and greatly succeeding. So the discussion of teams is a very important one to address. Managers should be aware of the concept of teams and learn about as a means to further their organization and for when the time comes to implement a team they are prepared with the knowledge needed to build and use a team properly.
A team is a group of people who work in tandem to achieve a common outcome (Chatfield, 2011). A common type of team found in the workplace is self-managed teams (SMT). A self-managed team empowers employees to manage the day to day functions, operations, and tasks of a specific job area with little or no supervisory oversight or intervention. In other words, it is a self-contained unit (Williams, 2011). For example, self-managed teams handle work direction, job assignments, trouble-shoot problems, and handle all of the decision making aspects of the job (Silverman,1996). Moreover, companies that have used SMTs report an increase in productivity and quality, increased employee morale, creativity, job satisfaction, and a decrease in absenteeism (Silverman, 1996). Also, a 1990 study by Cohen (1993) found that forty-seven percent of Fortune 1000 companies used SMTs with some of their workforce. In two years the number of SMTs increased to sixty percent. Thus, the prevalence of SMTs in organizations can be contributed to its tangible outcomes.
(1) I would like to create an optimum work environment by demonstrating collaborative behavior myself. This will inspire my team to follow or model the same behavior (Gratton and Erickson, 2007). (2) I will also allow myself adequate time daily to coach my team on the basis of creativity and innovation to improve business performance (Coutu and Beschloss, 2009). I will give clear direction to my team as to where we are going as a team together. According to Coutu & Beschloss (2009) unless the leader provides a clear direction, there is a real risk that different members will pursue different plans. That is why it is important to articulate a clear direction for my team to makse that everyone is on the same page as we’re moving forward (Coutu and Beschloss, 2009). (3) I will establish a sense of community – When people feel a sense of inclusivity, they are more likely to reaching out to others and share their knowledge to improve effective collaboration in a creative and innovative way (Gratton and Erickson,
Self - managing teams – self-managing teams are the teams, which complete the work without any close supervision. All the member in the teams has the high degree of autonomy in how they will do the work which includes planning, developing scheduling the work and give the task team worker.
Teams have been around for many years. It is vital for members who are a part of any team to work together so that their labor is not in vain. A major advantage for working cohesively as teams is greater output and interpersonal skills. The drawback of not working in uniformity can lead to project delays and time constraints. Organizations create teams with the purpose of fulfilling certain obligations and acquiring business success. Roming (1996) states that togetherness and dependability means that members within the team assist each other and the team. Which in turn, yields a better-quality product.
Team members in effective teams know what is expected, what is most important and how their performance will be evaluated. The roles of each individual must be clear or effective teamwork may be difficult to achieve (NBRII, 2015). The characteristics of an effective team include clear understanding of the purpose, respect, trust and support, honest, good communication skills, respect and the ability to manage conflicts (University of Texas, 2015). In planning, the Belbin team theory categorises each individual into their team roles. Meredith Belbin identified nine roles: implementer, co-ordinator, shaper, plant, resource investigator, and monitor/evaluator, team worker, completer/finisher and specialist which was added in 1988 (Johnson, 2015). The strengths and weaknesses of each role are in Figure 1. Thus, according to Belbin, effective teams should include all or most of the nine roles. This categorisation ensures that all aspects within planning are being met and therefore, the best outcome of the project can be
A team is a group of people with a full set of complementary skills required to complete a project. Team members work toward a common goal. A team becomes more than just a collection of people when a strong sense of mutual commitment creates synergy, thus generating performance greater than the sum of the performance of its individual members. Team members not only need clear goals, they needs roles to help facilitate
In order for teamwork to be successful in the workplace it involves building a relationship and working with other people. The ability to work as part of a team is one of the most important skills in today’s job market. Working cooperatively and contributing to groups with ideas, and suggestions benefits everyone. A key to team effectiveness