What do you see as
some of the major benefits and drawbacks of self-managed teams?
Some of the major
advantages of the self-managed team as discussed in brown (2011,) would be the
level of involvement the team, such as a permanent team for ongoing and continuous
projects or the temporary team that might come together for the purpose of
solving, creating or improving a single event, product or project. Project
management teams are wrought with members whose expertise is needed on a
temporary basis lasting for an indefinite period. The concern is the threat to
the individual’s primary position and the need to back fill that position
during an extended absence.
Some drawbacks or
warning signs of a self-managed team might include the team itself is
inappropriate for the task, people or context of the project. Also discussed in
Brown (2011,) the organizational culture may not be adaptive toward change to
the self-managed teams and consequently would not be supportive of the concept.
Management and leadership roles may be somewhat confusing and perceived as a
threat toward their positions, or the organization does not reward high
performance might be faced with issues and concerns of its members including
limited opportunities for advancement.
Would you like to
work within such a team?
I actually do work
with-in such a team. My role as a subcommittee chair in DC offers me the
opportunity to collaborate with fellow aviation experts from various branches
of the federal government. While I may be the chair, I often relinquish the
meeting and conversation to a particular expert of a topic/problem we have in
discussion. The purpose of course is to put the issue at hand with-in grasp of
the best-qualified individual and the decision point made at the level closest to
an issue or problem. I insist upon the use of Roberts Rules of Order as methods
of insuring those contingencies are met and all members have a say in the
discussion.
What competencies would you
need to develop to be an effective external manager of a self-managed work
team?
Competencies like those
discussed in Bergen (2002,) whereby the premise
behind self-management is that employees can and do take an active role in
regulating their performance. They do so by setting their own goals, monitoring
their behavior related to those goals, and rewarding themselves for goal
achievement.
Bergen’s seven
key elements of self-management:
(1)
self-assessment and reality check, (2) goal setting and action planning, (3) a
written contract, (4) constructive thought patterns, (5) designing rewards, (6)
self-monitoring, and (7) self-reinforcement. Each step is demonstrated below in
an example of the first author modifying his writing behavior.
Self-assessment,
as the term suggests, requires individuals to carefully analyze what they
perceive to be their own abilities, competencies, weaknesses, skills,
interests, values, and goals. Some organizations provide employees with forms
or questionnaires that are used to develop this information.
Goal setting
and action planning: setting a goal or end result and utilizing milestones or
timelines as a gage or indicator toward assessing your progress and distance
from the goal.
Written
contract in which a set up of real contingencies involving other people and
conditions of a consequence and/or outcome are agreed upon in advance.
Constructive
thought patterns are entertained prior to beginning a task and while performing
it, individuals should engage in positive (constructive) thoughts about that
activity and its accomplishment. In particular, individuals are more motivated
and better prepared to accomplish a task after they have engaged in self-talk
and positive mental imagery.
Developing
rewards and the type of awards anticipated prior to an achievement or milestone
reached early or at a premium.
Self monitoring or keeping
track of progress toward a goal, milestone or outcome.
Self-reinforcement and self-evaluation
of a goal reached or the anticipation of a goal reached and the reward for a
job well done.
References:
Brown, D. R. (2011). An
experiential approach to organization development (8th ed.). Upper Saddle
River, NJ: Prentice Hall
Bergen, C. W.
V., Soper, B., & Gaster, B. (2002). EFFECTIVE SELF-MANAGEMENT TECHNIQUES.
Journal of Business and Entrepreneurship, 14(2), 1-0_11. Retrieved from
http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/214230612?accountid=27203
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