Introduction
Self-managed teams (SMTs) are groups of people working together in their own ways toward a common goal which is defined outside the team (Quinn 14). The members are interdependent and they are having the authority to regulate the activities of the team. The goal may be defined by executive leadership. Team does their own work scheduling, training, rewards and recognition.
Their team responsibility and leadership is based on the values of the group, the morale, Enthusiasm, Learning from peers, Comfort knowing help is there, Camaraderie, Focus on the organization and Responsibility for the team. These teams have members and responsibilities as the ultimate leaders. The members are governed and driven by the values and enthusiasm within the team’s objectives (Belasen 24).
When I worked as the secretary to the manager in ministry of water in Saudi Arabia, I came to learn that supervision, more so the authoritative one is likely to make workers to rebel against the management and decide to jeopardize the organization. When I joined the ministry, the workers were grouped into cells that we assigned a manger. The ministry year over year constantly made up losses of over 15% and workers turnover of over 76.88%.
Under a new manager, two years later, the workers were grouped into cells and each cell worked as self managed teams. The ministry started making profits of 14.78% for three years consecutively. The workers turn over reduced to 2.13% per annum. This creates the notion that supervision authority may make the workers unsatisfied. At the same time, the fact that there is no authoritative manager doesn’t make a team leaderless.Self –managed teams (SMTs) however are not leaderless teams (Belasen 26).
Self-managed teams are governed by a number of values that creates a leadership notion that cannot be ignored. These values are ultimately based in the member’s desire to achieve the predetermined goals as planned and in the stipulated time. These values are;
i. Enthusiasm and self-efficacy
Members of SMTs are highly filled with enjoyment and possession of the objectives and project. They value the project and view it as personal belonging in the sense that the actions and deeds affecting the project seems to be of self value. The members are led by the possession value and enjoyment in operations of the project (Quinn 15).
ii. Shared responsibility
The members/team players value the fact that the responsibility of the team is shared among the members. There are no instances of panics when workload peaks. This idea of shared responsibility enables the team players to engage in the activities to the projects and engage maximum gear since they know the burden isn’t individual hence ending up to be led by the sense of shared responsibility to work.
iii. Focus on the team
The team players have a greater focus on the team and own it at persona; level. They would not let any action that would jeopardize the optimum realization of the objectives of the group to come into the operations of the team (Belasen 25). This makes everyone in the team a leader.
iv. Camaraderie
This is the spirit of good fellowship or trust and familiarity that develops among mates that work together. They end up being team players and friends that correct and direct one another, they therefore not let their colleagues mess up or moved in the wrong direction. This ends up creating a leadership notion at friendship level that helps mates direct and correct one another.
The importance of SMTs and how they help achieve organizational goals
Self managed teams have a number of advantages ranging from operations simplicity to achievement of objectives. The members are responsible for their actions and this instills in them the sense of ownership (Quinn 28). They are not under supervision and this makes them take charge of their actions and they work for the achievements of the group. SMTs have a number of advantages which includes;
1. Development of leadership skills
Skills refer to combinations of abilities and capacities that develop as a result as a result of training and experience. The team players becomes good leaders due to the fact that they understand that leadership isn’t about directing but guiding and hence this makes the members professionals in leadership based on experience. Development of leadership skills rather than supervisory skills and the team players act as guider to one another thus leading to efficiency and effective achievement of team’s objectives (Belasen 29).
2. Communication is easy and effective
Since team mates end up becoming close and friends, communication ends up becoming easy and effective among the members since there has to be consultations before a decision is undertaken (Belasen 31). When I worked as the secretary to the manager, there were numerous communications break down since the manager made decisions individually and communicating to the personnel at times was difficult since they could not easily accept the decision. The manager ended up at times forcing in decisions that led to constant strikes and workers turn over. This made the ministry not effectively achieve the annual goals.
3. Efficiency
In self managed teams, efficiency is tantamount since all the team players strive not to jeopardize the teams’ objectives. Objectivity keeps the team players eyes glued to the horizon and thus making it efficient for the team to achieve its goals. Managers that overuse the supervisory authority and make it authoritative, ends up killing up the morale to work and workers ends up teaming up to drill back the efficiency of achieving the goals.
4. Reduces the rate and degree of service errors.
Self managed teams have over years been viewed as leaderless and ineffective by critics. However, studies show that these teams have helped reduce the errors arising from management and directorship. The supporters’ and studies of these show that the, self managed teams are effective and helps organizations efficiently achieve their goals (Quinn 29).
5. Increased employee commitment to the organization and ability to attract and retain best workers.
Self managed teams have the spirit that keeps workers a happy group. They have the sense of ownership and thus end up keeping the organization in mind and heart hence reducing the workers turn over. This enables the organization to maintain the best and satisfied workers that are fundamental assets to the organization.
6. Fewer and simpler job classifications
This helps to cut down operations costs and rigidities since the managerial slots are scrapped. The organizations realize more profits since the costs of hiring managers are retained in the business at earnings.
7. Greater flexibility and faster response to technological changes.
The self managed teams have a higher flexibility to any incoming change since the decision making is at individual level and not at managerial levels. The individuals are at liberty to adopt a new change though in consultation with the others. This makes the realization of organization goals efficient and effective with minimal costs and challenges (Belasen 30).
Therefore, the self-managed teams cannot be termed as leaderless since the leadership notion is at personal level where every team player acts as a leader. The team players are also responsible for their own actions and hence make them self-leaders.
References
Belasen, A. Director Role and Producer Role. Albany: State University of New York. 2002. Print.
Belasen, Alan T. Leading the Learning Organization: Communication and Competencies for Managing Change. Albany: State University of New York Press, 2000. Print.
Quinn, R. Becoming a Master Manager: A Competing Values Approach. New Jersey: John Wiley and Sons, 2011. Print.
