Self-Regulating Work Teams Autonomous Work Groups

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Self-Regulating Work TeamsAutonomous Work Groups

• Lecture 14

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Self-Regulating Work Teams

• Self-Managed Teams
• Self-Regulating Work Groups
• Autonomous Work Groups
• Work Teams

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Team
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Changes due to Teams

• Teams take on traditional management functions
• Planning
• Organizing
• Directing
• Controlling

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Changes due to Teams

• Supervisors take on new roles
• Coaches
• Facilitators

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Coach

• Helping employees to
• work up to their potential
• Learning from athletic
• coaches

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Facilitator

• Help the group work better as a group
• Help group members
• with process skills

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For Teams to be Successful

• Task differentiation
• The extent to which the task of the group is
  autonomous and forms a relatively self-completing
  whole.
• -- Cummings Huse

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For Teams to be Successful

• Boundary Control
• The extent to which employees can influence
  transactions with their task environment.
• -- Cummings Huse

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For Teams to be Successful

• Task Control
• The degree to which employees can regulate their
  own behavior in producing the product or
  providing the service.
• -- Cummings Huse

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High Involvement Plant (HIP)
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High Involvement Plants (HIP)

• HIPs are designed around the ideas of task
  differentiation, boundary control, and task
  control.
• Other critical characteristics of HIPs include

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Organization Structure

• Flat
• Team Based

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Information System

• Open
• Springfield Remanufacturing Company opens books
  to employees, and trains them to understand the
  companys finances.

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Training

• Conducted by Peers (for tasks)
• Interpersonal Skills
• Taught by supervisors or staff

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Reward System

• Open
• Skill Based
• Gain Sharing (more comprehensive than profit
  sharing)

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Selection

• Realistic Job Preview
• Team Based

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Identifying Individual and Group Jobs
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Social Needs

• Determine whether people are likely to be
  satisfied with individual jobs or work groups

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Growth Needs

• Affect whether people will be satisfied by
  traditional work designs or by enriched,
  self-regulating forms of work

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Technical Interdependence

• The extent to which employees must cooperate with
  each other in order to produce a product or
  provide a service

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Technical Uncertainty

• The extent to which employees must process
  information and make decisions in order to
  produce a product or provide a service

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Technical Interdependence/Uncertainty
Low Interdependence Low Uncertainty Traditional Job High Interdependence Low Uncertainty Traditional Work Group
Low Interdependence High Uncertainty Enriched Job High Interdependence High Uncertainty Self-Managed Team
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Social Needs / Growth Needs
Low Social Needs Low Growth Needs Traditional Job High Social Needs Low Growth Needs Traditional Work Group
Low Social Needs High Growth Needs Enriched Job High Social Needs High Growth Needs Self-Managed Team
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Lessons from REAL Teams

• 1995-1996 Chicago Bulls
• 72 Wins 10 Losses
• .878 winning percentage
• Best NBA record ever

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Lessons from REAL Teams

• Killer Bees, high school team in New York
• 1980 1993 went 164-32
• .836 winning percentage
• State Tournament 6 times
• Final Four 4 times
• State Champs 2 times

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Lessons from REAL Teams

• School population varied from 41 to 67 total
• Never more than 19 boys
• Team never had more than 7 members

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Lessons from REAL Teams

• Reading High (Mass.) boys track field
• Hasnt lost a league dual meet in 29 years
• Tied once in a 1973 meet

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Lessons from REAL Teams

• Both the Killer Bees and the Reading High teams
  cross-train.
• The members can fill in a variety of tasks.
• What does this say about specialization?