Post on 08-Apr-2018
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A B H I S H A H ( 4 2 5 )
A K S H A Y S A M B H A R E ( 3 1 4 )
A R N I S H S H A H ( 4 2 7 )
R A H U L G O R E ( 4 2 2 )
S H I V I M I T TA L ( 4 1 4 )
V E D A N T R U I A ( 3 1 9 )
Leadership In OrganizationsSelf-Managed Teams
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Self-Managed Teams
are groups of employees who have day-to-day responsibilityfor managing themselves and the work they do. Members ofself-directed teams typically handle job assignments, planand schedule work, make production-related decisions, and
take action on problems with a minimum of directsupervision.
They are characterized by :
y Face-to-face interaction in work groups;
y Responsibility for producing a definite result;
y Responsibility for a set of interdependent tasks;
y Control over managing and executing tasks.
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Stages of Evolution
y Stage 1: The typical hierarchical structure where the leader provides one-on-
one supervision;
y Stage 2: The leader evolves into a group manager whose role is making the
transition into team coordinator/coach;
y Stage 3: The group manager becomes the team coordinator and provides a
structure for self-managed team members to receive the necessary
training to take on more leadership tasks;
y Stage 4: The team assumes most of the duties previously reserved for the
group manager, who now becomes a boundary interface;
y Stage 5: The group manager (i.e., the team coordinator) is a resource for the
team.
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Why Self-Managed Teams?
Twin benefits
y Promote Customer Satisfaction
y Promote Employee Satisfaction
Works best with
Routine tasks & no barriers for sharing information, data and knowledge.
Not so well with
Highly specialized teams, confidentiality of data / information / knowledge.
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Roles and Responsibilities ofSelf-Managed Teams
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Roles & Responsibilities
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Uphold Organizational and Personal Values and
Principles
Exhibiting behaviors that are consistent with organizational and personal values and
principles;
Making decisions grounded in organizational and personal values and principles
Communicating organizational values and principles to customers and suppliers
Communicating personal values and principles to team members
Addressing conflicts between personal and organizational values and principles with
team members.
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Accomplish the Team's Work
y Identifying what work the team needs to do.
y Prioritizing the work so it can be accomplished within agreed-upon timelines.
y Deciding who does the work.
y Scheduling the work.
y Obtaining the necessary resources to do the work.
y Doing the work within agreed-upon timelines while meeting identified
customers requirements.
y Collecting data about the work.
y Interpreting data about the work.
y Taking appropriate action based on that data.
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Organize the Team's Work Environment
y Sorting the necessary from the unnecessary within the workenvironment
y Simplifying access to ensure there is a place for everything andeverything is in its proper place
y Sweeping both visually and physically to ensure safety, order,cleanliness, and routine maintenance has occurred
y Standardizing the organization of the work area within and acrossgroups to make it easier to visually sweep and recognize whereeverything is
y Self discipline in the ongoing study and reorganization of the workenvironment, as well as following through on all 5 S agreements.
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Manage the Team'sWork Processes*
Identifying the work processes that are the responsibility of the team.
Creating a standard method for carrying out each work process, based on
customers requirements, that includes a plan for monitoring process performance
over time.
Continually improving how the work is done.
Addressing problems that arise.
Identifying opportunities for innovation.
Sharing work process information with others throughout the organization.
Training team members on the team's work processes and related topics.
*falls under mission-directed work
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Manage the Team'sWork Processes
Four methods for designing and/or optimizing the performance of work processes:
y Standardization: Actions taken to develop a single, value-oriented current reliable method
both for doing the work and for monitoring its performance over time
y Continual Improvement: Action(s) taken to optimize a specific characteristic or set of
characteristics even though performance of the characteristic(s) might be acceptable to the
customer.
y Problem Solving: Action(s) taken to remove an existing, specific, undesirable effect(s).
There are two types of problems too much of something with a need to decrease or too
little of something with a need to increase (e.g., sales, market share)
y Innovation: Actions taken to satisfy latent market wants and needs by actualizing new (i.e.,
not currently existing) product/service, system, or market concepts
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Participate in Organization-Wide Systems*
y Following the standardized organization-wide work process (e.g., purchasing of
materials, changing employee benefit or tax information, etc.);
y Participating teams to study organization-wide processes;
y Collecting data on organization-wide work processes;
y Providing data on organization-wide work process effectiveness to appropriate
parties;
* part of linkage-directed work
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Participate in Organization-Wide Systems
y Following organizational policies (note: these policies should be linked to the
team's work processes);
y Recommending policy changes;
y Participating in organization-wide training; and
y Assisting in organizational assessments, and quality systems and certification
audits.
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Manage Team Processes
y Incorporating team theory into the team's work on an ongoing basis;
y Identifying the team's reason for existence (i.e., its purpose within the
organization);
y Defining the membership of the team;
y Defining roles and responsibilities relative to working together as a team and
meeting management (note: roles and responsibilities within work processes are
established in the role, "manage the team's work processes");
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Managing Teams Process
y Establishing the team's ground rules and decision making approach;
y Working within the team's purpose, roles and responsibilities, ground rules, and
decision making approach;
y Involving all team members in the team's work;
y Creating an environment that promotes trust; and
y Evaluating the effectiveness of the team on an ongoing basis and making necessary
adaptations.
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A FEW CONSIDERATIONS
y There are some situations where these responsibilities may not be given to each self-
managed team.
y For example, if an organization has multiple teams that perform similar work
(i.e., branches of a bank) and the work needs to be standardized between all groups, each
team may not be able to independently perform all of the responsibilities under "manage the
team's work processes.
Instead, the leadership team responsible for supporting all of these teams may need to
prioritize work processes for standardization and create cross-functional teams that represent
each work area to standardize the work.
y If the organization does not have a vision and/or a long range plan for the future
Its teams will not be able to carry out the responsibilities that are a part of participating in
organization-wide strategies." In addition, several of the responsibilities within the role
"participating in organization-wide systems" would be more challenging to perform.
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A FEW CONSIDERATIONS
y Contractual agreements between employees and the organization may
impact the ability of teams to carry out a particular role or specific
responsibilities within certain roles.
y The details of these agreements need to be well understood by all individuals who
will be involved in self-managed teams as well as those who will be supporting
their work.
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IN
TRODUCIN
G SELF
MAN
AGEDTEAMS TO YOUR ORGANISATION
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STEPS FOR ESTABLISHING SELF MANAGEDTEAMS ACROSS THE ORGANISATION *
2. Learn more about how others are using self-managed teams
May require field trips, readings, and personal interviews.
At this step an organization could discover that another firm that uses self-
managed teams is willing to mentor it through these steps.
This mentoring may include ongoing dialogue and feedback, as well as
upfront support.
*These steps assume that there is no prior knowledge of self-managed teams in theorganization
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STEPS FOR ESTABLISHING SELF MANAGEDTEAMS ACROSS THE ORGANISATION *
3. Decide whether or not to proceed
Is the organization ready to move ahead with design and
implementation?
If not, determine when it might be more feasible for the organization to
initiate these teams
*These steps assume that there is no prior knowledge of self-managed teams in theorganization
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STEPS FOR ESTABLISHING SELF MANAGEDTEAMS ACROSS THE ORGANISATION *
4. Establish the organization's architecture
Organizational architecture includes elements such as:
Values
Guiding principles Mission
Vision
Infrastructure characteristics
The components of the three streams of work:
(i.e., vision-directed, mission-directed, and linkage-directed work).
This work is typically done by senior management with input and feedback
from others within the organization.
*These steps assume that there is no prior knowledge of self-managed teams in theorganization
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STEPS FOR ESTABLISHING SELF MANAGEDTEAMS ACROSS THE ORGANISATION *
7. Plan the implementation
a) Developing a detailed self-managed team structure
The task force first needs to decide on the appropriateness of the roles. It may
need to add or delete a role or tweak the titles of the roles to better match the
organization's architecture.
Then the task force needs to describe specific responsibilities within each
role that are appropriate to the work of the organization, its ability to support
self-managed teams, the type of leadership advocated within the structure, the
organization's definition of each role, and the various stages of self-management.
Finally, it needs to outline the role of "team coordinators/coaches" that will
support the self-managed team structure that has been developed.
*These steps assume that there is no prior knowledge of self-managed teams in theorganization
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STEPS FOR ESTABLISHING SELF MANAGEDTEAMS ACROSS THE ORGANISATION *
7. Plan the implementation
b) Assessing organizational systems
These include systems within human resources and the financial management areas.
All systems need to support the structure designed in the step above.
c) Developing the implementation plan
This plan needs to include training, organizational systems redesign (from Step 7b),
time, resources, financial investments, etc.
Consider a variety of roll-out options such as pilot teams, phased-in conversion, and
total immersion.d) Providing awareness training throughout the organization
To set common expectations and orient employees to the details of the implementation
plan.
*These steps assume that there is no prior knowledge of self-managed teams in theorganization
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STEPS FOR ESTABLISHING SELF MANAGEDTEAMS ACROSS your WORKGROUP
y Determine whether or not anyone within the organization has expertise in developing
self managed teams. Enlist the person's support. If necessary, seek outside help.
y Orient the work group to the concept of self-management and to the roles presented in
this paper.
y Collect information on those elements of organizational architecture that exist today.
y Assess whether or not the work group can function in all seven roles.
For example, if the organization does not have a vision or long-term strategic plan, it
would be difficult to carry out the role, "participate in organization-wide strategies.
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STEPS FOR ESTABLISHING SELF MANAGEDTEAMS ACROSS your WORKGROUP
5. Determine the responsibilities for those roles that survive Step 4.
6. Create an implementation plan that outlines the order in which the roles and
responsibilities will be integrated into the group's current work.
7. Implement the plan.
8. Evaluate the plan (see Step 9 in the previous section).
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THINGS TO REMEMBER
y It is not unusual for it to take at least a year to complete these steps.
y A number of factors can influence this timeline:
the size of the team,
the type of work it does,
The degree of autonomy experienced by the team and its leader,
The team's stage of self - management prior to Step 1.
However, the team will realize benefits as early as Step 5.
y We do not recommend taking this single team approach over the organization-wide
effort.y However, sometimes senior leaders need results to stimulate their interest. A single-
team approach could be positioned as a pilot study. In most cases, it is important to
communicate to organizational leaders what the team is intending to do.
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EXAMPLES
y Use of work teams atVarian Australia, a manufacturing organisation
based in Melbourne, Australia. The company manufactures high-
technology instruments that are largely exported to the USA and Europe.
The main lesson is that voluntary, cross-functional teams are more effective
than compulsory membership, as team members are motivated to work
towards their goals and better understand the processes.
Team members found that by working together the result of their combined
effort was much greater than the combined results of their individual efforts.
This approach reduced the product development cycle on Varian projects
by up to 50% over a 2 year period.
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EXAMPLES
y Ricardo Semler (24) took control ofSemler & Company, a business founded and, until
then, managed by his father. At that time, this Brazilian companys organizational
structure was a paternalistic, pyramidal hierarchy led by an autocratic leader with
a rule for every contingency.
y Upon taking office, Ricardo Semler began dramatic organizational restructuring.
Among other things, he immediately renamed the company SEMCO, eliminated all
secretarial positions, and implemented an aggressive product diversification strategy.
y They created a remarkably flexible organization whose sales grew from $35 million in
1990 to $100 million in 1996. Semco became one of the most sought-after employers in
Brazil.
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EXAMPLES
y In 1990, a survey of 476 FORTUNE 1,000 companies, published by the American
Productivity & Quality Center in Houston, showed that while only 7% of the work force is
organized in self-managed teams, half the companies questioned say they will be relying
significantly more on them in the years ahead. Those who had already taken the plunge have
seen impressive results: -- At a General Mills cereal plant in Lodi, California, teams operate, and maintain machinery so effectively that
the factory runs with no managers present during the night shift.
At a weekly meeting, a team ofFederal Express clerks spotted -- and eventually solved -- a billing problem
that was costing the company $2.1 million a year.
A team of Chaparral Steel millworkers travelled the world to evaluate new production machinery. The
machines they selected and installed have helped make their mill one of the world's most efficient
3M turned around one division by creating cross-functional teams that tripled the number of new products.
Corning company has close to 3,000 teams across the organisation.
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FINAL THOUGHTS
y While the jury is still out on the long-term impact and benefits of self-
managed teams, one cannot deny that employee involvement plays an
important role in the workplace of the future.
y As organizations struggle to survive and attempt to be agile, decisions
about mission-directed work need to be made as close to the customer
as possible.
y To date we know of no other way to obtain daily employee involvement
and move decisions closer to the customer without self - managed team
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The key to management is to get rid of the managers.
The key to getting work done on time is to stop wearing a watch.
The best way to invest corporate profits is to give them to the employees.
The purpose of work is not to make money. The purpose of work is to make
the workers, whether working stiffs or top executives, feel good about life.
- Ricardo Semler
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THANK YOUTHANK YOU