CREATING A SELF-MANAGED TEAM

Self-managed teams (SMTs) are more independent than other teams. They are found increasingly in organizations they have flattened their structures and supervisory levels as they reform their working practices.


DEFINING SMTs
Self-manage teams take on total responsibility for a specific project from inception to conclusion - for example, a manufacturing cell might take over the entire production process from an assembly line. Characteristics of these teams include the sharing of leadership roles, a high rate of autonomy, open discussion leading to democratic decision-making, control over team activities, and total self-accountability, which is based on individual and team results.

REAPING THE BENEFITS
When running properly, a self-managed team can be very productive. It can save on management costs, raise levels of quality and customer service, cut out process steps, reduce waste, and introduces more flexibility in the workplace. In addition to the economic benefits, such a team can provide a daily training ground for its members, who may need to develop their skills to take on the responsibilities of self-management. If the system works, expect to see a raise in employee morale and retention, and, with experience, more ability to react swiftly yo changes in the marketplace.


SUPPORTING SMTs
To work effectively, self-managed teams need full backing and support from a management that appreciates their need for autonomy. This means allowing team members a full say in any decision that affects them, including pay, performance measures, and personnel matters. Although a nominal team leader may be installed by senior management, that leader's position will be entirely dependent upon the consent of the others in the team. Aspects of leadership can change: a new talent may come to the fore, or the project may change direction. One of the more difficult aspects of working with SMTs is psychological: managers are required to surrender a major part of their right to manage the SMT while still monitoring its progress. BE flexible enough to accept that good decisions may be taken without you.