Self managed teams

INTRODUCTION

Self-managed teaming is a planning strategy in an organization that incites autonomy, critical thinking, flexibility and undertaking responsibility .Nonetheless, most of the industries organization have embraced the self-managing teams while, on the contrary, the engineering sector has always declined the strategy. Certainly, this strategy encourages interdisciplinary identity that facilitates and encourages shared leadership; that increases the organizations effectiveness. Findings have indicated that the independence and autonomy achieved through the self-managed strategy enhances innovation and creativity among trainees who aspire to adopt interdisciplinary identities .The implementation of self-managing work teams has emerged as an answer to the organizations’ competitive challenges for the past three decades. Managers have embraced self-managing teams in a bid to improve productivity, value and quality of work life. The current survey of employee involvement practices established that forty seven percent of multinational companies had implemented self-managing work teams with at least sixty percent of employees scheduling to increase their use in the near future. In spite of the increasing pervasiveness of self-managing teams, practical evidence regarding the effectiveness has been limited.

Self-managing teams are thus groups of interdependent personalities that self-regulate their performance on relatively entire tasks. The main features of such teams are face to face interaction with workers who are accountable for manufacturing of a product or providing a service; employee diplomacy over decisions-making like undertaking job assignments, procedure for undergoing the task and scheduling of activities. Normally...

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...factors are kept constant. However, in the Goodman study, the organization must place an immense deal of emphasis on improving safety in its entire change strategy.

Conclusively, self-managing teams does not lose much money and hours due to short-term and long-term absenteeism than traditional groups. Although most studies have recorded a reduced absenteeism due to the functioning of self-managing teams, a number of them have reported an amplified absenteeism. The amount of absenteeism is comparatively small and is never a centre of management attention. The employees who account for a higher quality of work life belong to groups that are perceived to be of high performers. Overall performance — productivity, and quality, which are the main goals of the intervention — shows the strongest effects, at least when the technology is appropriate for self-managing teams.