Developing an Effective Self-Managed Work Team in the 21st Century Organization
Developing an Effective Self-Managed Work Team in the 21st Century Organization
Originally thought of as a management fad, self-managed teams in an organization have become an increasingly common and accepted practice (Blackwell, Gibson & Tesone, 2003). What may have started from an innovative way to reduce management positions and increase employee involvement has now evolved into a crucial strategy to increase organization effectiveness and efficiency. However, many organizations are faced with the daunting task of determining the logistics of the team. The inability to effectively determine these important factors have resulted in many organizations failing in their mission to effectively utilize this concept (Elmuti, 1996).
Research regarding the effectiveness of self-managed work teams has resulted in astronomical amounts of data. Simone Kauffeld's research has provided evidence that self-managed teams are more competent than traditional work groups (Kauffeld, 2006). Kauffeld examined twelve aspects of competence between self-managed work teams and traditional work teams. Kauffeld's (2006) results concluded that self-managed work teams performed better in seven out of the twelve aspects of competence as follows:
a. Describing problems in a differentiated manner,
b. Linking problems,
c. Linking solutions,
d. Structure,
e. Less often lose the train of thought in details and examples,
f. Make fewer negative remarks concerning participation,
g. Better planning measures to realize solutions. (pp. 10-11)
However, some researchers believe the goal of building an effective team should not be the primary focus; instead the focus is directed on cultivating strong and healthy leadership which will then result in the creation of an effective team as part of the natural course (Crother-Laurin, 2006). Other researchers believe the effectiveness relies on the culture of the organization; to increase effectiveness of a team the organization must change
Originally thought of as a management fad, self-managed teams in an organization have become an increasingly common and accepted practice (Blackwell, Gibson & Tesone, 2003). What may have started from an innovative way to reduce management positions and increase employee involvement has now evolved into a crucial strategy to increase organization effectiveness and efficiency. However, many organizations are faced with the daunting task of determining the logistics of the team. The inability to effectively determine these important factors have resulted in many organizations failing in their mission to effectively utilize this concept (Elmuti, 1996).
Research regarding the effectiveness of self-managed work teams has resulted in astronomical amounts of data. Simone Kauffeld's research has provided evidence that self-managed teams are more competent than traditional work groups (Kauffeld, 2006). Kauffeld examined twelve aspects of competence between self-managed work teams and traditional work teams. Kauffeld's (2006) results concluded that self-managed work teams performed better in seven out of the twelve aspects of competence as follows:
a. Describing problems in a differentiated manner,
b. Linking problems,
c. Linking solutions,
d. Structure,
e. Less often lose the train of thought in details and examples,
f. Make fewer negative remarks concerning participation,
g. Better planning measures to realize solutions. (pp. 10-11)
However, some researchers believe the goal of building an effective team should not be the primary focus; instead the focus is directed on cultivating strong and healthy leadership which will then result in the creation of an effective team as part of the natural course (Crother-Laurin, 2006). Other researchers believe the effectiveness relies on the culture of the organization; to increase effectiveness of a team the organization must change
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