Organisation Behaviour
Introduction
In this rapidly growing dynamic environment, organisations are fighting a constant battle to remain competitive; in such, the usage of teams has grown to be a criterion for organisational success. Organisations create teams for various reasons. Teams give a sense of responsibility and empowerment to members who are performing the tasks assigned. This, in return, increase efficiency and productivity, at the same time allow organisation to minimize its bureaucracy and foster flexibility. Other types of teams, such as problem-solving team, virtual team, management team and self directed team (SDT), are formed within a company. SDTs have increasingly emerged as a popular strategy in the execution of tasks. As discussed by Appelbaum, Abdallah and Shapiro (1999, p.60), ‘lately self directed teams are being used as ways of achieving employee participation as well as getting closer to the customer.’ This can be seen in various companies including ‘Motorola, Xerox, Proctor & Gamble, AT&T, Federal Express, Levi Strauss, and General Electric (Tata, 2000, p.187).’
Self Directed Team
Self directed team is defined as ‘a cross-functional work group that is organised around work processes, completes an entire piece of work requiring several interdependence tasks and has substantial autonomy over the execution of those tasks (McShane, Olekalns and Travaglione, 2010, p.320).’ SDT focuses on concept of having a group of people with various functional working capabilities operating as a team, from designing to producing a product, with minimum supervision. Members are given the empowerment to manage, make decisions and take ownership on tasks which used to be that of a managerial role.
This view is further supported by Attaran and Nguyen (1999, p.553), who addresses the concept of SDT as ‘a self-governing team, a continuation of quality circles and other quality improvement programs that promote employees ' empowerment and encourage workers ' participation.’
In this rapidly growing dynamic environment, organisations are fighting a constant battle to remain competitive; in such, the usage of teams has grown to be a criterion for organisational success. Organisations create teams for various reasons. Teams give a sense of responsibility and empowerment to members who are performing the tasks assigned. This, in return, increase efficiency and productivity, at the same time allow organisation to minimize its bureaucracy and foster flexibility. Other types of teams, such as problem-solving team, virtual team, management team and self directed team (SDT), are formed within a company. SDTs have increasingly emerged as a popular strategy in the execution of tasks. As discussed by Appelbaum, Abdallah and Shapiro (1999, p.60), ‘lately self directed teams are being used as ways of achieving employee participation as well as getting closer to the customer.’ This can be seen in various companies including ‘Motorola, Xerox, Proctor & Gamble, AT&T, Federal Express, Levi Strauss, and General Electric (Tata, 2000, p.187).’
Self Directed Team
Self directed team is defined as ‘a cross-functional work group that is organised around work processes, completes an entire piece of work requiring several interdependence tasks and has substantial autonomy over the execution of those tasks (McShane, Olekalns and Travaglione, 2010, p.320).’ SDT focuses on concept of having a group of people with various functional working capabilities operating as a team, from designing to producing a product, with minimum supervision. Members are given the empowerment to manage, make decisions and take ownership on tasks which used to be that of a managerial role.
This view is further supported by Attaran and Nguyen (1999, p.553), who addresses the concept of SDT as ‘a self-governing team, a continuation of quality circles and other quality improvement programs that promote employees ' empowerment and encourage workers ' participation.’
References: 1. Appelbaum, S.H, Abdallah, C, & Shapiro B.T, 1999, ‘The self-directed team: a conflict resolution analysis’, Team Performance Management, vol. 5, no. 2, pp. 60-77, (online Emerald). 2. Attaran, M & Nguyen, T.T, 1999, ‘Design and implementation of self-directed process teams’, Management Decision, vol.37, no. 7, pp. 553-560, (online Emerald). 3. Felts, C, 1995, ‘Taking the mystery out of self-directed work teams’, Information Management, viewed 9 August 2010, http://www.allbusiness.com/management/business-process-analysis/511731-1.html 4. Garrison, M & Turner, M.B, 2006, Advanced organisational management, Pearson Education, Inc, U.S.A. 5. Griffin, R.W, 2000, Fundamentals of management, 2nd edn, Houghton Mifflin Company. U.S.A. 6. McShane, S, Olekalns, M, & Travaglione, T, 2010, Organisational behaviour on the pacific rim, 3rd edn, McGraw-Hill Australia Pty Ltd, Australia. 7. Tata, J, 2000, ‘Autonomous work teams: an examination of cultural and structural constraints’, Work Study, vol. 49, no. 5, pp. 187-193, (online Emerald). Source: Based on information in McShane, S, Olekalns, M, & Travaglione, T, 2010, Organisational behaviour on the pacific rim, 3rd edn, pp. 309, McGraw-Hill Australia Pty Ltd, Australia. Source: Based on information in Tata, J, 2000, ‘Autonomous work teams: an examination of cultural and structural constraints’, Work Study, vol. 49, no. 5, pp. 187-193, (online Emerald).