Team Leadership & Self-Managed Teams - 1375 Words

Team Leadership & Self-Managed Teams (Essay Sample) Content: Team Leadership Self-Managed TeamsStudent`s NameInstitutional AffiliationSubmission DateIntroductionTeams are a fundamental part of any business or an organization, effective team in an organization increases workplace productivity and reduces employeesà ¢Ã¢â€š ¬ turnover. Employees participation in decision-making process makes them feel appreciated. They see themselves as part of the total organization rather than just members of an individual department.Team leadershipTeam leadership is the management of a group of individuals who are held accountable for a collective performance and work toward achieving a common goal. The success of a team depends solely on the team members and the team leader (Nurmi, 1996). An effective team player understands and is committed to team objectives, respects individual differences, influences others by involving them in the issues, encourages the development of other team members, considers and acknowledge ideas and suggestion fr om other team members and he or she do not engage in a win-lose activities with other team members. On the other hand, a good team leader inspires and motivates team members for achieving the set goals. He or she establishes an open discussion for decision making, is open to new ideas and suggestions coming from the team, has a long clear vision; executes first thing first and he or she inspires others to act (Nurmi, 1996).Self- managed teamsA self- managed team is a group of employees that is responsible for planning and scheduling work makes production related decisions and takes action on problems under reduced or no supervision. An effective self-managed team assigns responsibility to all members of the group; this allows each member to feel fully invested in the success of the project (Armstrong, 2001). There is a need for interdependence among the members, and all members should work towards a common goal. Effective self- managed teamsà ¢Ã¢â€š ¬ boosts companyà ¢Ã¢â€š ¬s eff iciency and productivity. Self- managed teams have freedom and flexibility to devise innovative solutions to business problems and rapidly respond to the organization challenges. Furthermore, the company does not have to pay high salaries to the high ranking managers who would in place if the teams were not self-managed (Armstrong, 2001).Self-managed companiesSemco CompanySemco is company employs the self-management strategy. There are no job titles and no personal assistants. The employees set their salaries and everybody has a share in the profits attained at the end. Semco started in 1953; the founder was Antonio Curt. The company dealt with marine pumps market was mostly Brazilian shipbuilding industry. Ricardo son of Antonio joined the company at the age of 19.ricardo thought the business would do better if it diversifies, but his father refused. In the early 1980s, Brazil was hit by a recession that affected the company performance. That is when Antonio gave in, and Ricardo be came the CEO. His first official act was to fire two third of the top management. Ricardo becomes too committed to the business that he began having fainting spells resulting from stress. In nineteen ninety-five, one of his managers suggested he create a self-managed teams that would be in charge of all aspects of production.The teams was to set their budget and production goals. Their compensation depended on budget and production performance (Semco, 2015). The running costs went down while productivity and profits went up. Many production workers were happy about the new management method; the only people unhappy were the middle managers who thought they had lost their prerogative. Today the company does not have hierarchy management or any organizational chart.it is made up of autonomous democratically run units. There are no receptionists, secretaries or even personal assistant in the company. Employees set their salaries that are publicly posted and worked into the budget. Asso ciates can attend any meeting, and financial information is available to anyone who would like to see it and courses are available to help them understand the financial statements.Whole Foods CompanyWhole Food Company has forty-three autonomous stores. Employees grouped into teams manage the stores teams compete against each other. Team members work hard as the bonuses are given depending on teamà ¢Ã¢â€š ¬s performance. Every team member is accountable to fellow members of his or her team. The Company works very hard to provide a good work environment so as maximize on individuals capability. Moreover, the company allows every team to be responsible for planning and schedule their daily activities. Team members make job-related decisions under reduced, or no supervision (Charles, 1996)W. L. Gore AssociatesIn Gore there are no traditional organizational charts, there are neither chains of command nor predetermined channels of communication. The associates instead communicate with e ach other directly. Every associate is accountable to fellow members of his or her team. Gore works very hard to maximize individualà ¢Ã¢â€š ¬s potential, maintaining an emphasis on product integrity and cultivating an environment that allows creativity to flourish. The companyà ¢Ã¢â€š ¬s appreciation on the employee abilities is the key factor that has made the idea to flourish. In Gore, there are neither employees nor bosses. Instead, they are referred to as associate and sponsors. Both associates and the sponsors have a mutual understanding of the companyà ¢Ã¢â€š ¬s objectives and team goals.Every associate can define and drive a project. Sponsors help the associates to chart a course in the organization that would offer personal fulfillment while they maximally contribute to the enterprise. Company leaders may be appointed but are defined by fellowship. Mostly they emerge naturally from the associates or sponsors by demonstrating special skill or knowledge that advances the c ompany objective (Gore, 2015).Zappo CompanyZappo announced a transition to a management-free structure in 2013.It had slowly weaned off the traditional hierarchy of management. The departments now function as groups or circles of people who work towards achieving a common goal. The company gives the employees opportunity to make structural changes to their jobs and their teams to help move the business achieve its strategic goals. The employees have the mandate to adjust and define their roles within the entire structure (Lydia, 2015).Team managed companiesTarget CorporationGregg Steinhafel CEO of Target Corporation recognizes the team members; he always refers to à ¢Ã¢â€š ¬Ã‹Å"weà ¢Ã¢â€š ¬ in all his talks about the company. Since its formation in 1962 the company was focused on teamwork and collaboration. The company uses all types of formal and informal means of communication. However, the company prefers a face to face in a collaborative meeting. Team members at all levels are encouraged to use Targets array of social media tools to share news and stay connected. The social sites help to cement the collaborative spirit between the team members and their leaders. Every year the company encourages team members to complete a survey about what they think is working and what is not and make suggestions (Lydia, 2012). The head of the human resource is entitl... Team Leadership & Self-Managed Teams - 1375 Words Team Leadership & Self-Managed Teams (Essay Sample) Content: Team Leadership Self-Managed TeamsStudent`s NameInstitutional AffiliationSubmission DateIntroductionTeams are a fundamental part of any business or an organization, effective team in an organization increases workplace productivity and reduces employeesà ¢Ã¢â€š ¬ turnover. Employees participation in decision-making process makes them feel appreciated. They see themselves as part of the total organization rather than just members of an individual department.Team leadershipTeam leadership is the management of a group of individuals who are held accountable for a collective performance and work toward achieving a common goal. The success of a team depends solely on the team members and the team leader (Nurmi, 1996). An effective team player understands and is committed to team objectives, respects individual differences, influences others by involving them in the issues, encourages the development of other team members, considers and acknowledge ideas and suggestion fr om other team members and he or she do not engage in a win-lose activities with other team members. On the other hand, a good team leader inspires and motivates team members for achieving the set goals. He or she establishes an open discussion for decision making, is open to new ideas and suggestions coming from the team, has a long clear vision; executes first thing first and he or she inspires others to act (Nurmi, 1996).Self- managed teamsA self- managed team is a group of employees that is responsible for planning and scheduling work makes production related decisions and takes action on problems under reduced or no supervision. An effective self-managed team assigns responsibility to all members of the group; this allows each member to feel fully invested in the success of the project (Armstrong, 2001). There is a need for interdependence among the members, and all members should work towards a common goal. Effective self- managed teamsà ¢Ã¢â€š ¬ boosts companyà ¢Ã¢â€š ¬s eff iciency and productivity. Self- managed teams have freedom and flexibility to devise innovative solutions to business problems and rapidly respond to the organization challenges. Furthermore, the company does not have to pay high salaries to the high ranking managers who would in place if the teams were not self-managed (Armstrong, 2001).Self-managed companiesSemco CompanySemco is company employs the self-management strategy. There are no job titles and no personal assistants. The employees set their salaries and everybody has a share in the profits attained at the end. Semco started in 1953; the founder was Antonio Curt. The company dealt with marine pumps market was mostly Brazilian shipbuilding industry. Ricardo son of Antonio joined the company at the age of 19.ricardo thought the business would do better if it diversifies, but his father refused. In the early 1980s, Brazil was hit by a recession that affected the company performance. That is when Antonio gave in, and Ricardo be came the CEO. His first official act was to fire two third of the top management. Ricardo becomes too committed to the business that he began having fainting spells resulting from stress. In nineteen ninety-five, one of his managers suggested he create a self-managed teams that would be in charge of all aspects of production.The teams was to set their budget and production goals. Their compensation depended on budget and production performance (Semco, 2015). The running costs went down while productivity and profits went up. Many production workers were happy about the new management method; the only people unhappy were the middle managers who thought they had lost their prerogative. Today the company does not have hierarchy management or any organizational chart.it is made up of autonomous democratically run units. There are no receptionists, secretaries or even personal assistant in the company. Employees set their salaries that are publicly posted and worked into the budget. Asso ciates can attend any meeting, and financial information is available to anyone who would like to see it and courses are available to help them understand the financial statements.Whole Foods CompanyWhole Food Company has forty-three autonomous stores. Employees grouped into teams manage the stores teams compete against each other. Team members work hard as the bonuses are given depending on teamà ¢Ã¢â€š ¬s performance. Every team member is accountable to fellow members of his or her team. The Company works very hard to provide a good work environment so as maximize on individuals capability. Moreover, the company allows every team to be responsible for planning and schedule their daily activities. Team members make job-related decisions under reduced, or no supervision (Charles, 1996)W. L. Gore AssociatesIn Gore there are no traditional organizational charts, there are neither chains of command nor predetermined channels of communication. The associates instead communicate with e ach other directly. Every associate is accountable to fellow members of his or her team. Gore works very hard to maximize individualà ¢Ã¢â€š ¬s potential, maintaining an emphasis on product integrity and cultivating an environment that allows creativity to flourish. The companyà ¢Ã¢â€š ¬s appreciation on the employee abilities is the key factor that has made the idea to flourish. In Gore, there are neither employees nor bosses. Instead, they are referred to as associate and sponsors. Both associates and the sponsors have a mutual understanding of the companyà ¢Ã¢â€š ¬s objectives and team goals.Every associate can define and drive a project. Sponsors help the associates to chart a course in the organization that would offer personal fulfillment while they maximally contribute to the enterprise. Company leaders may be appointed but are defined by fellowship. Mostly they emerge naturally from the associates or sponsors by demonstrating special skill or knowledge that advances the c ompany objective (Gore, 2015).Zappo CompanyZappo announced a transition to a management-free structure in 2013.It had slowly weaned off the traditional hierarchy of management. The departments now function as groups or circles of people who work towards achieving a common goal. The company gives the employees opportunity to make structural changes to their jobs and their teams to help move the business achieve its strategic goals. The employees have the mandate to adjust and define their roles within the entire structure (Lydia, 2015).Team managed companiesTarget CorporationGregg Steinhafel CEO of Target Corporation recognizes the team members; he always refers to à ¢Ã¢â€š ¬Ã‹Å"weà ¢Ã¢â€š ¬ in all his talks about the company. Since its formation in 1962 the company was focused on teamwork and collaboration. The company uses all types of formal and informal means of communication. However, the company prefers a face to face in a collaborative meeting. Team members at all levels are encouraged to use Targets array of social media tools to share news and stay connected. The social sites help to cement the collaborative spirit between the team members and their leaders. Every year the company encourages team members to complete a survey about what they think is working and what is not and make suggestions (Lydia, 2012). The head of the human resource is entitl...