Slide 1 : Leading Self-Managing Teams 8-1
Learning Objectives : Learning Objectives Nature of self-managed teams.
Key decisions they are empowered to make.
5 Potential benefits of utilising.
4 Team formation variables
7 Facilitating factors
Distributed leadership in relationship.
4 Major states of group development. 8-2
Self-Managed Teams : Self-Managed Teams Relatively autonomous work groups in which the responsibilities and obligations traditionally maintained by management have been transferred to a group of people who perform a complex task with highly interdependent activities. 8-3
Slide 4 : Self-Managed Teams Are Usually Empowered to: 8-4
Slide 5 : Stronger Commitment Improved Quality
and Efficiency More Satisfied Employees Lower Turnover / Absenteeism Faster Product Development Flexibility Dealing with
Personnel Shortages Helps Solve Problems &
Suggest Improvements Potential
Benefits of
Using
Self-Managed
Team 8-5
Slide 6 : Team
Formation
Variables Task
Structure Membership
Mix and
Size Norms Champion 8-6
Slide 7 : Self-
Managed
Group
Success
Factors Appropriate
Compensation
Structure Appropriate
Task Design Adequate
Information
System Appropriate
Scope of
Authority Top
Management
Support &
Commitment Strong &
Experienced
Facilitator Unambiguous
Goals &
Objectives 8-7
Neutral Facilitator : Neutral Facilitator An external leader of a self-managed team whose job is to create a supportive environment where team members take on responsibilities to work productively and solve complex problems on their own. 8-8
High-InvolvementManagement : High-InvolvementManagement Moves power, information, knowledge, and rewards farther down the organisation. 8-9
Distributed Leadership : Distributed Leadership A collection of roles and behaviors that can be divided, shared, rotated, and used sequentially or concomitantly in a SMT environment. 8-10
Slide 11 : Storming Performing Forming 4
Stages
of
Group
Development Norming Adjourning 8-11
Stages of Team Development : Stages of Team Development Storming
Less Commitment
Some Competence
Members become dissatisfied with the team as they develop confidence. Forming
High Commitment
Low Competence
Members come committed but have not developed competence in working together. Norming
Variable Commit.
High Competence
Commitment changes while competence remains constant. Performing
High Commitment
High Competence
Commitment and competence remain high Appropriate Leadership Style Autocratic Consultative Participative Empowerment High Task
Low Relationship High Task
High Relationship Low Task
High Relationship Low Task
Low Relationship 8-12