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Self-Regulating Work Teams Autonomous Work Groups

Self-Regulating Work Teams Autonomous Work Groups. Lecture # 14. Self-Regulating Work Teams. Self-Managed Teams Self-Regulating Work Groups Autonomous Work Groups Work Teams. Team. Changes due to Teams . Teams take on traditional management functions: Planning Organizing Directing

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Self-Regulating Work Teams Autonomous Work Groups

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  1. Self-Regulating Work TeamsAutonomous Work Groups Lecture # 14

  2. Self-Regulating Work Teams • Self-Managed Teams • Self-Regulating Work Groups • Autonomous Work Groups • Work Teams

  3. Team

  4. Changes due to Teams • Teams take on traditional management functions: • Planning • Organizing • Directing • Controlling

  5. Changes due to Teams • Supervisors take on new roles: • Coaches • Facilitators

  6. Coach • Helping employees to work up to their potential • Learning from athletic coaches

  7. Facilitator • Help the group work better as a group • Help group members with process skills

  8. For Teams to be Successful… • Task differentiation “The extent to which the task of the group is autonomous and forms a relatively self-completing whole.” -- Cummings & Huse

  9. For Teams to be Successful… • Boundary Control “The extent to which employees can influence transactions with their task environment.” -- Cummings & Huse

  10. For Teams to be Successful… • Task Control The degree to which employees can regulate their own behavior in producing the product or providing the service. -- Cummings & Huse

  11. High Involvement Plant (HIP)

  12. High Involvement Plants (HIP) • HIPs are designed around the ideas of task differentiation, boundary control, and task control. • Other critical characteristics of HIPs include:

  13. Organization Structure • Flat • Team Based

  14. Information System • Open • Springfield Remanufacturing Company opens books to employees, and trains them to understand the company’s finances.

  15. Training • Conducted by Peers (for tasks) • Interpersonal Skills Taught by supervisors or staff

  16. Reward System • Open • Skill Based • Gain Sharing (more comprehensive than profit sharing)

  17. Selection • Realistic Job Preview • Team Based

  18. Identifying Individual and Group Jobs

  19. Social Needs • Determine whether people are likely to be satisfied with individual jobs or work groups

  20. Growth Needs • Affect whether people will be satisfied by traditional work designs or by enriched, self-regulating forms of work

  21. Technical Interdependence • The extent to which employees must cooperate with each other in order to produce a product or provide a service

  22. Technical Uncertainty • The extent to which employees must process information and make decisions in order to produce a product or provide a service

  23. Technical Interdependence/Uncertainty

  24. Social Needs / Growth Needs

  25. Lessons from REAL Teams • 1995-1996 Chicago Bulls • 72 Wins – 10 Losses • .878 winning percentage • Best NBA record ever

  26. Lessons from REAL Teams • Killer Bees, high school team in New York • 1980 – 1993 went 164-32 • .836 winning percentage • State Tournament 6 times • Final Four 4 times • State Champs 2 times

  27. Lessons from REAL Teams • School population varied from 41 to 67 total • Never more than 19 boys • Team never had more than 7 members

  28. Lessons from REAL Teams • Reading High (Mass.) boy’s track & field • Hasn’t lost a league dual meet in 29 years • Tied once in a 1973 meet

  29. Lessons from REAL Teams • Both the Killer Bees and the Reading High teams cross-train. • The members can fill in a variety of tasks. • What does this say about specialization?

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