Quite a lot has been written about self-managed
teams with claims that self-managed teams can increase performance, improve the
quality of products and services, and increase levels of
innovation (Frankforter and
Christensen, 2005; Tata and
Prasad, 2004;), whereas others question that the connection between self-managed
teams and effectiveness does not always happen in practice (Bergmann and De
Meuse, 1996; Mohrman et al., 1995;
Verespej, 1990; Wageman, 1997).
Probably the best way to define a self-managed team
is one that is a permanent and cross-functional group of employees that share
the responsibility and authority for specific objectives attributed to a
product or service.
Tata and Prasad ask why some organisations manage to
develop teams with high levels of self-management, while other do not? They
conclude that the misalignment between team structure and the organisational
structure (and not between team structure and culture) can be counterproductive
stating that “attempts to implement self-managed teams may cause frustration
for both employees and management when organisational systems and structures do
not accommodate self-managing demands” (2004:249).
Self-managed teams allow for job enrichment and
employee empowerment, while adding to the decision making process. To make this
work effectively information must be readily available and shared across
functions and there must be a culture that allows for the decentralisation of
decision making. A culture that focuses on openness and honesty, employee empowerment
and decentralised decision making, will serve to push decision making and
responsibility down to the lowest levels of the organisation. The same levels
that are often more aware than top management of what their day-to-day problems
actually are.
The true success of the self-managed team depends on
the existence of a corporate culture that allows for the availability of
relevant information at all times (and at all levels); knowledge sharing;
delegation of authority and accountability and recognition of results through
appropriate rewards.
Self-management is about delegating authority and
responsibility to the team, which in turn has been linked to increases in
motivation and job satisfaction.
Thus the implementation of successful self-managed
teams provide significant advantages which include; increased job satisfaction,
improved communication, quicker decision making and through the above greater
employee self-esteem. Further benefits to the organisation include improved
cost control, faster responses to change, greater flexibility and innovation,
improved quality, and an empowerment culture that encourages best practice.
(Frankforter and Christensen, 2005).
Effective teamwork does not get enough attention
within many organisations, where individual performance is recognised above
teamwork. This doesn’t make any sense, as the organisation is one big team
working together to meet its strategic objectives.
Winning teams will ensure that individual team
members share;
1) A
common understanding of the teams objectives;
2) The
ability to critically self-analyse with respect to team participation,
effectiveness and future development areas;
3) A
greater understanding of the strengths and weaknesses of the overall team and
how these can be optimised by working together more effectively;
4) An
understanding and ownership of what positively(and negatively) impacts on team
performance;
5) A
commitment to knowledge sharing and learning enrichment;
6) A
‘blue print’ for ‘best practice’ for the entire team;
7) Tangible
measurements for improving team effectiveness; and
8) A
commitment to a winning team culture.
So the question has to be, why wouldn’t your
organisation want to employ self-managed teams? Your organisation would need a
culture of openness and honesty and need to ensure that the levels of decision
making match with the authority levels. In line with best practice, your
organisation should want to fully embrace the use of self-managed teams, as in
the right organisational environment they will give superior results every
time.
References
Brownbill, N. (2009). Be the Best in Business. ACC:
Cape Town, 1st Edition, p. 85-93.