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On Organizational Behavior
Submitted To:

Self-Directed Work Team

Mam Nazia Jahangir

Submitted By: Muneer Hussain MBE-10-32 MBA evening (3rd Semester)

Date: 13 January 2012

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1. Definition & introduction..1 2. Features of SDWTs.1 3. Self-directed work teams player...2 4. A breakthrough approach to designing work..2 5. Challenges in developing self-direction....3 6. Areas of the Organization are Best Suited for SDWT...4 7. Advantages of SWDT....5 8. Disadvantages of SWDT...6 9. Conclusion..7 10. Resources and References....7

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Self Directed Work Team

Definition: Cross functional work groups organized around work process that complete and entire price of work requiring several interdependent tasks and that have substantial autonomy over the execution of those tasks. Self-directed work teams represent an approach to organizational design that goes beyond quality circles or ad hoc problem-solving teams. These teams are natural work groups that work together to perform a function or produce a product or service. They not only do the work but also take on the management of that work -- functions formerly performed by supervisors and managers. This allows managers to teach, coach, develop and facilitate rather than simply direct and control.

Features of SDWT: SDWTs are generally defined by two distinctive features; First, they complete an entire price of work requiring several interdependent tasks. This interdependence is important because the work clusters the side the team. Second, SDWTs have substantial autonomy over the execution of their tasks. In particular these team plan organize and control work activities with little or no direct involvement of a higher status supervisor. They tend to control most work input, flow and out put such as work input, flow and out put such as work directly with supplier and customers. So SDWTs member have enriched and enlarged Jobs. The teams work includes all tasks required to make an entire product or provide a service. Self directed work teams were initially designed around production process. However they are also found in administrative and service activities.

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Self-directed work teams player: Self-directed work teams must consist of team players. the following qualifications: Working knowledge of the products and services Have 3-5 years of experience Are self-motivated Able to work effectively with different people Are open minded Flexibility for performing multifaceted functions Entrepreneurs Ability to plan and organize Communicates ideas effectively Contributes to joint decision making May have previous management experience Innovative Employees who prefer to work

independently may not settle well into the work team. Effective work team members tend to possess

A breakthrough approach to designing work: Self-directed work teams, also known as self-managing teams, represent a revolutionary approach to the way work is organized and performed. Instead of organizing work based on the traditional Taylor model -- reducing a process to individual steps -- work becomes restructured around whole processes. There must be interdependence and joint responsibility for outputs if there is to be a self-directed work team. Whereas the traditional system reduces the required skill at every level of work, producing boredom in the bottom-level jobs, the new system integrates the needs of the people with the work to be done, and those closest to the jobs help design the job. IMS BZU Multan 4|Page

This concept -- designing the work system with the full participation of the people doing the work -- is contributing to productivity breakthroughs for organizations in the 1990s. Companies are redistributing power, authority and responsibility so that the people closest to the customer and the end product or result have decision-making capability.

Challenges in developing self-direction: The major challenges organizations face in changing from a traditional environment to a highinvolvement environment include developing the teams and fostering a culture of management support. Teams go through several stages of increasing involvement on their way to self-management. This journey can take between two and five years, and is never-ending from a learning and renewal perspective. Comprehensive training is also critical to developing effective self-directed work teams. The training for these teams must be more comprehensive than for other types of teams. Not only must employees learn to work effectively in teams and develop skills in problem solving and decision making, they also must learn basic management skills so they can manage their own processes. Additionally, people must be cross-trained in every team member's job. Therefore, it is not uncommon for self-directed work teams to spend 20 percent of their time in ongoing training. Some people become confused on the difference between a self-directed work team and total quality management (TQM). TQM focuses on performance management and goal attainment. Selfdirected work teams; however require the development of small groups within the organization who assume full responsibility of a product or service. Please see the table below to see a side-by-side comparison. Total Quality Management Self-Directed Work Team Does not require organizational Requires redesign of job descriptions; restructuring; works traditional job descriptions plus extended job responsibilities traditional hierarchy does not exist within the group

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Requires team meetings only for problem-solving to be sought as final approval Maintains supervisory level Introduces a statistical process issues; management authorization may need

Focuses on teamwork for all decision making, including management issues; empowers members to carry out their decisions Eliminates the supervisor level; team leaders may exist in a rotation role Manages own expenses, orders own supplies, makes own work schedule, develops work and project agendas, hires other team members Establishes applicable procedures that

control system, which measures the quality of products and customer service Maintains organizational policy and procedures Focuses on external and internal customer service Requires minimal solving skills training that


beneficial increased


productivity and profits Focuses on product or service Requires ongoing training within

emphasizes teamwork and problem-

behavioral and functional areas

Areas of the Organization are Best Suited for SDWT: Service jobs in banking and insurance have gained benefits from these work teams. Jobs that include a lot of multitasking which allow for cross-training benefit more from self-directed work teams than do repetitive task jobs. According to Brian Dumaine in a Fortune article, self-directed work teams are easier to develop in a new department because positions do not have to be eliminated nor does power need to be taken away from anyone. When organizations implement work teams in established areas, opposition usually comes from employees who have had a management position within the organization. These exmanagers have difficulties assimilating with the rest of the group because they have lost their authoritative power.

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To Implement Self-Directed Work Teams, your organization must be willing to: Make a commitment from senior leaders Establish management-employee trust Take risks Share information Commit time and resources to the work teams Conduct training Develop operations conducive to work teams Invite union participation Arrange access to help Allow the team to own their work

Advantages and Disadvantages of Self-directed work team

Advantages and Disadvantages of SDWTs employee who understand the ads disable of SDWT can effectively manage their work in order to achieve goals. So there are some advantages of SDWT such as: Advantages: Job Satisfaction: Employees have more job satisfaction with self directed work teams because they are directly involved in running days 2 day activities of company and they are more independent Improved Productivity: According to Business week companies that use self directed work teams are 30 to 50% more productive than those with a traditional hierarchy. Promotes Creativity:

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When employees with in self directed work teams they are in a position to create ides which are beneficial for organization. Employees become more creative Provides Motivations: Tams members working together one able to motivate one another. The sense of accomplishment received from working with a productive team increases employee morale and causes employees to desire to a achieve greater success. Motivated employees benefit the organization by providing excellent customer service and increase efficiency and productivity. Building Trust: Another advantage is that by working a team can build trust among team members. The employees understand that their working is for the benefit of organization. They are always be helpful for one another. Disadvantages Self-directed work team There are also some disadvantages of self directed work teams: Conflicts: There is a chance that conflict may arise between group members. One may be disagree with the ideas of other member. So manager must effectively manage team to keep conflict at minimum. Case of Contracts: Some employees may being to gain grater influence in a team. As a result the management could easily less controlling a team.

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Present research and technology is increasing employee involvement through selfdirected work teams is not only a good thing to do, it is a "business thing" to do. Researchers have seen teams make improvements in products, services and processes while increasing customer responsiveness and flexibility. At the same time, these teams have lowered operating costs, increased productivity and decreased cycle times. It has been a sound business decision as well as a sound human resources decision.

Resources & References:

Ron Williams http://www.qualitydigest.com/nov95/html/self-dir.html
2004 SACUBO Best Practices Yandrick, R.M (June 2001) SDWTs: A Team Effort, HR Magazine. Vol. 46 (6) www.shrm.org Self-Directed Work Team Luer, M.E., Palleschi, P.D. (1994) Self-Directed Work Team Development HR Management and Development Handbook.

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