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SeCtion tWo Change approaches & management tools
SELF-MANAGED TEAMS (SMTs) Description
SMTs consist of a group of individuals who undertake interrelated tasks. Typically charged with delivering a complete product or service, they are collectively responsible for making decisions on work tasks (processes) and working methods (practices). They are usually responsible for setting their own goals, act as generalists rather than specialists within their area of responsibility, and are rewarded on the basis of team (as opposed to individual) performance. Team performance and member satisfaction are underpinned by three sets of inputs: task design; process interventions; and organisational support systems.
1. Team Task Design: tasks are derived from stated team goals which must be aligned with organisational strategy and objectives. Tightly-defined tasks provide a clear team boundary and area of responsibility. Large enough to accomplish the required set of interrelated tasks yet small enough to allow coordination and face-to-face decision-making, SMTs are typically responsible for specific work processes. Team members need to be trained to perform tasks without reliance on other teams. Similarly, SMTs require the authority to manage resources, information to monitor performance and freedom to make adjustments as necessary.
2. Team process interventions: over time, teams may not function effectively due to poor communication between members, unclear roles and responsibilities, and an inability to resolve conflicts. If such problems emerge then reflection and possibly external support will be required.
3. Organisational support systems: in order to function well, there needs to be a good ‘fit’ between SMTs and wider organisational processes. Despite their greater autonomy, external leadership remains important and it requires an understanding by senior managers of group dynamics, the wider external environment and the team’s skills.
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