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Self-directed Work teams

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Self-directed Work teams How many versus how well Aim To investigate the concept of self-directed teams Objectives To analyse the thinking behind the development ... – PowerPoint PPT presentation

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Title: Self-directed Work teams


1
Self-directed Work teams
  • How many versus how well

2
Aim
  • To investigate the concept of self-directed teams

3
Objectives
  • To analyse the thinking behind the development
    of self-directed teams
  • To compare and contrast self-directed teams
    with other management/leadership styles
  • To analyse the dynamics of team formation

4
What are self-directed teams?
  • They are co-operative communities of workers
    who adopt a collaborative model of
    management/leadership
  • They differ from the (perhaps!) more
    traditional boss-worker model

5
What are self-directed teams?
  • They arose from the QUALITY revolution that
    swept (predominantly) Japan, during the 1980s
  • Their focus is to achieve dramatic results
    within short time-frames (SMART)
  • Their activity appears chaotic to outsiders
    (contrast with Tuckmans team building theory)

6
What are self-directed teams?
  • They achieve 75 of their results in the last
    25 of their allotted time spans (subtle variant
    on the Pareto Principle?)
  • They achieve more (outcomes) with less
    (resources)

7
What is their claim to fame?
  • It is asserted, by exponents of self-directed
    teams that they enable complex projects to be
    completed-
  • more quicklyand more effectivelywith greater
    worker satisfaction and, therefore, lower
    attrition/absenteeism ratesdue to the belief
    that the collective brainpower of a team exceeds
    that of any manager (comments, please!)
  • than more traditional approaches

8
What is the evidence to support this notion?
  • Rise to economic dominance (briefly) of Japan
    (there may, therefore, be a strong hint to
    consider, here!)
  • Leading-edge organisations, in the west, e.g.
    Federal Express ( the overnight delivery
    service) still uses this approach
  • Change, particularly in quality enhancement, is
    often created and effected by self-directed
    teams

9
What factors would support this approach?
  • Mutual/peer respect and trust
  • Shared vision
  • Shared reward schemes
  • Freedom to constructively criticise
    current processes and procedures

10
What factors would support this approach?
  • Team independence, from other teams
  • Team self-sufficiency
  • Empowerment
  • No blame culture

11
Just a word of warning!
  • It is all too easy for organisations to term
    their teams self-managing while not giving them
    meaningful information or decision-making power!

12
Questions, for group feedback, about
self-directed teams
  • What might happen if a self-directed team
    becomes stifled, frustrated or just plain lost?

13
Questions, for group feedback, about
self-directed teams
  • What potential problems might you consider, in
    respect to the ease with which self-directed
    teams introduce change?

14
Questions, for group feedback, about
self-directed teams
  • What potential problems do you envisage with
    regard to self-directed teams working
    independently of other self-directed teams?

15
Questions, for group feedback, about
self-directed teams
  • It is claimed that self-directed teams promote
    independence, self-sufficiency and
    competitiveness at the expense of shared goals
    and collaboration discuss, with particular
    relevance to the healthcare sector
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