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Self managing work team
Self-managing work teams are small groups that schedule their own work, training, rewards, and recognition to achieve goals defined by the organization. They are more effective when the team is small, tasks have low interdependence, and diversity and status differences are minimal. As global competition increases, more companies are using self-managing teams internationally. Cultural values like power distance, individualism versus collectivism, and views of determinism versus free will can impact resistance to self-management. Adapting teams and their implementation to each culture can help address this resistance.
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Self managing work team
- 1. Self-Managing Work Team Presented By : Syed Sunain Haider Syed Mohammad Raza
- 2. Self-Managing Work Team •A group of people working together in their own ways towards a common goal which is defined outside the Team does their own work scheduling, training, rewards and recognition and so on.
- 3. Self-Managing Work Team Effectiveness • Team Size – Should be small • Task Interdependence – Should be less • Diversity Of The Team – Should be less • Status Of The Resisters – Employees of higher status resist employees of lower status
- 4. Global Competition • Asa result of both global competition and company downsizing, multinational firms increasingly are using self-managing work teams(SMWTs) in their foreign affiliates.
- 7. The Impact OfCultural Values On Resistance To Self-Management • Power Distance • Doing Versus Being Orientation • Determinism VS Free Will
- 8. The Impact OfCultural Values On Resistance To Teams • Collectivism VS Individualism
- 9. Recommendations 1. Use selectionsystems in each country to obtain employees having those values most compatible with SMWT requirements. 2. Adapt the specific form of the SMWT used to mesh with the cultural values of each country. 3. Change the SMWT implementation strategy with respect to the cultural values found in each country.
- 10. Recommendations 4. Choose organizationalchange agents carefully. 5. Pay special attention to resistance on teams that are small, have high task interdependence, are composed of homogeneous members, or have resisters with high group status.