Page 106 - text

SeCtion tWo Change approaches & management tools
Strengths and limitations
Most published evaluations show sustained positive results; increased productivity, efficiency and quality is a common finding, as are marked improvements in staff job satisfaction. It is important to note that for the benefits to be derived interventions need to honour the core principles – no meaningful information or decision-making autonomy, no improvements.
In relation to social care change, Self Managed Teams will potentially facilitate trust and learning within and between teams. In turn this could enable staff to have greater autonomy of how they work in practice. There is a danger that teams could become inward looking and therefore it will be important to ensure that the focus remains on the needs and aspirations of the people who access services and their carers.
Further reading
1. Perry EE, Karney DF and Spencer DG (2013) Team establishment of self-managed work teams: a model from the field, Team Performance Management, 19, 1, 87–108.
2. Elloy DF (2011) Superleader behaviours and self-managed work teams: perceptions of supervisory behaviours, satisfaction with growth, and team functions, Journal of Business & Economics Research, 4, 12, 97–102.
3. Druskat VU and Wheller JV (2003) Managing from the boundary: the effective leadership of self- managing work teams, Academy of Management Journal, 46, 4, 435–57.
4. Cohen SG and Bailey DE (1997) What makes teams work: group effectiveness from the shop floor to the executive suite, Journal of Management, 23, 3, 239–60.
103