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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 TeamsAutonomous Work Groups Lecture # 14
Self-Regulating Work Teams • Self-Managed Teams • Self-Regulating Work Groups • Autonomous Work Groups • Work Teams
Changes due to Teams • Teams take on traditional management functions: • Planning • Organizing • Directing • Controlling
Changes due to Teams • Supervisors take on new roles: • Coaches • Facilitators
Coach • Helping employees to work up to their potential • Learning from athletic coaches
Facilitator • Help the group work better as a group • Help group members with process skills
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
For Teams to be Successful… • Boundary Control “The extent to which employees can influence transactions with their task environment.” -- Cummings & Huse
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
High Involvement Plants (HIP) • HIPs are designed around the ideas of task differentiation, boundary control, and task control. • Other critical characteristics of HIPs include:
Organization Structure • Flat • Team Based
Information System • Open • Springfield Remanufacturing Company opens books to employees, and trains them to understand the company’s finances.
Training • Conducted by Peers (for tasks) • Interpersonal Skills Taught by supervisors or staff
Reward System • Open • Skill Based • Gain Sharing (more comprehensive than profit sharing)
Selection • Realistic Job Preview • Team Based
Social Needs • Determine whether people are likely to be satisfied with individual jobs or work groups
Growth Needs • Affect whether people will be satisfied by traditional work designs or by enriched, self-regulating forms of work
Technical Interdependence • The extent to which employees must cooperate with each other in order to produce a product or provide a service
Technical Uncertainty • The extent to which employees must process information and make decisions in order to produce a product or provide a service
Lessons from REAL Teams • 1995-1996 Chicago Bulls • 72 Wins – 10 Losses • .878 winning percentage • Best NBA record ever
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
Lessons from REAL Teams • School population varied from 41 to 67 total • Never more than 19 boys • Team never had more than 7 members
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
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?