SELF MANAGED TEAMS

A self-managed team is a group of employees that's responsible and accountable for all or most aspects of producing a product or delivering a service. It is a work team retained the basic nature of team, but the operation mode is to increase self management, self responsibility, self leadership characteristics.

 They are generally composed of 10 to 15 people who take on the responsibilities of their former supervisors.  Fully self-managed teams select their own members, and the members evaluate each other’s performance. As a result, supervisory positions take on decreased importance and may even be eliminated Self-managed team

Tasks for Self-Managed Teams  Tasks for self-managed teams should be complex and challenging and require high interdependence among team members for task accomplishment.  Group members adopt roles that will make the group effective

CHARACTERSTICS 1)TARGETED - In this there are common goals which is to ensure the effectiveness of team members. 2)SKILLS - The self managed team members must have different types of skills, such as professional skills, interpersonal skills, etc 3)DEPENDENCIES - Overall objective of the team members is broken down into individual goals, personnel goals and both rely on each other. 4)SELF MANAGEABLE - All the members are self manageable.

5)SELF LEARNING ABILITY - Through continuous learning, self management and overall capacity of team can be achieved. 6)SELF LEADING - In this each member is a leader with more autonomy and decision making rights. 7)SELF ACCONTABILITY - It requires team to complete the task or take responsibility for goals. 8)GOOD COMMUNICATION - Due to no upper and lower levels, there is open platform to exchange information.

The Composition of Self-Managed Teams. 1.Stability - Self-managed teams require considerable interaction and high cohesiveness among their members. 2.Size - The team should be as small as is feasible. The goal is to keep coordination problems and social loafing to a minimum. 3.Expertise - Team members should have a high level of expertise about the task at hand. All members should possess some degree of social skills. 4.Diversity - The team should have members who are similar enough to work well together with enough diversity to bring a variety of perspectives and skills to the task.

The types of self-management Self-instruction Self-monitoring Self-evaluation Self- reinforcement Self-graphing Requires to make self-produced verbalizations to cue themselves concerning their behaviour. Requires to become aware of their behaviour and make a tangible mark to keep track of it. Requires to compare their performance against some criteria. Requires to administer a positive or negative consequence to themselves. Requires to make a visual representation of their performance usually in the form of a bar or line graph.

HOW CAN SMT BECOME BETTER? It includes factors such as – 1)Learn - A key success factor for self-managed teams is to be open to, and continuously gather, information about how other self-managed teams are operating, through meetings and other forms of communication. 2)Structure - You need to structure the team in the most efficient way. Some self-managed teams work best where one member serves as a leader. Others are successful where all members are of equal status.

3)Achieve - Most likely, your self-managed team will be endeavoring to achieve outcomes agreed with the organization's management team. A self-managed team's achievements are particularly important where elements within the organization are dubious about the wisdom of implementing the teams. 4)Evaluate - Evaluation is the way of discovering to what extent aims and objectives have been achieved. A critical success factor of all self-managed teams is the ability to respond positively to evaluation, identify where improvements can be made and develop a plan to implement the changes needed to deliver them.

RESPONSIBILITIES 1)Planning, scheduling, assigning responsibilities among members 2)Ensuring product quality 3)Taking decisions and problem solving 4)Handling their interpersonal issues within themselves 5)Work without any direct supervision 6)Knowledge sharing and extensive communication between members 7)Collective control over the pace of work 8)Determination of work assignments

Supporting Self-Managed Teams 1.Training - To insure the effectiveness of self-managed teams, organizations need to provide extensive training in areas such as technical skills, social skills, language skills, and business training. 2.Rewards - The general rule here is to try to tie rewards to team accomplishment rather than to individual accomplishment while still providing team members with some individual performance feedback. 3.Management - The most effective managers in a self- management environment encourage groups to observe, evaluate, and reinforce their own task behaviour.

ADVANTAGES 1.Improved quality, productivity and service. 2.Greater flexibility. 3.Reduced operating costs. 4.Faster response to technological change. 5.Fewer, simpler job classifications. 6.Better response to workers values. 7.Increased employee commitment to the organization. 8.Ability to attract and retain the best people. 9.Managing Managers 10.Job Satisfaction 11.Extensive Training

DIFFERENCE BETWEEN SMT AND QUALITY CIRCLES SMT  The entire work process is structured around team work, with the team taking critical decisions.  Empowered by the upper management  SMT not managed by an external supervisor, personnel manager, administrator or a quality manager but rather facilitated by a team leader from within the team. QUALITY CIRCLE (QC)  The employees voluntary come together to suggest or develop quality improvements  QC may or may not be empowered by the upper management  Managed by an external supervisor, personnel manager, administrator or a quality manager.

DISADVANTAGES 1)Not easy or cheap to implement. 2)May not be ideal in competitive, innovative, and fast changing environments. 3)Stress and burnout are reportedly higher in such teams. 4)Group processes, values, and norms need to be in alignment with organizational culture for outcomes to be maximized. 5) Not all of the employees want to do management type work. 6)Greatly reduce growth path for employees. 7) A great deal of expenditure is required to train the employees. 8)Sometimes high growth type employees leave the organization.

KEYS TO EFFECTIVE SELF MANAGED TEAMS 1.Give the team enough responsibility and autonomy be self managing. 2.The teams task should be complex enough to include different steps. 3.Select members carefully. 4.Managers should guide and coach not supervise. 5.Determine training needs and be sure it is provided.

PRESENTED BY PALLAVI GARG PRANEETA OJHA PRIYANKA KUMARI