Rl Wolfe: Implementing Self-Directed Teams.
MGT 510
ASSIGNMENT
RL WOLFE: IMPLEMENTING SELF-DIRECTED TEAMS.
A CASE REVIEW
RL WOLFE: IMPLEMENTING SELF-DIRECTED TEAMS.
INTRODUCTION:
The self-directed work team is an autonomous work unit capable of self-management. Such team has little need for direct supervision from managers; rather, the manager’s role is to meet the need of the team through the provision of resources, training and encouragement (Douglas & Gardner, 2004). The team is typically comprised of 5 to 15 members who are responsible for performing and managing all or most aspect of a set of interdependent work tasks (Yeatts and Hyten, 1998). In order to overcome the competitive challenge for production efficiency and effectiveness, organizations have focused on removing hierarchical layers, increasing employees’ involvement, and pushing the decision process to a lower level within the organization.
Self-directed work teams are among the most popular forms of organizational redesign in the US in recent times. Organizations with self-directed teams have reported significant improvement in productivity, work quality and returns on investment (Garvin, 1997). This may be explained by the observation that employees of self-managing group tend to define their work role as contributors to the groups primary task rather than in relation to one specific job.
This paper is designed to analyze the implementation of a self-directed team model and discuss the impact of this approach on the productivity of RL Wolfe’s plastic pipe manufacturing plant in Corpus Christi, TX. It will also critically analyze the role of communication in implementing the self-directed team model and how management of the company dealt with the conflict situation inherent in the approach.
BACKGROUND:
RJ Wolfe is a privately held plastic pipe manufacturing company with headquarters in Houston. In 2003, RJ Wolfe purchased Moon Plastics, a small customs plastic manufacturer in Corpus Christi, TX. This plant uses plastic extrusion to
ASSIGNMENT
RL WOLFE: IMPLEMENTING SELF-DIRECTED TEAMS.
A CASE REVIEW
RL WOLFE: IMPLEMENTING SELF-DIRECTED TEAMS.
INTRODUCTION:
The self-directed work team is an autonomous work unit capable of self-management. Such team has little need for direct supervision from managers; rather, the manager’s role is to meet the need of the team through the provision of resources, training and encouragement (Douglas & Gardner, 2004). The team is typically comprised of 5 to 15 members who are responsible for performing and managing all or most aspect of a set of interdependent work tasks (Yeatts and Hyten, 1998). In order to overcome the competitive challenge for production efficiency and effectiveness, organizations have focused on removing hierarchical layers, increasing employees’ involvement, and pushing the decision process to a lower level within the organization.
Self-directed work teams are among the most popular forms of organizational redesign in the US in recent times. Organizations with self-directed teams have reported significant improvement in productivity, work quality and returns on investment (Garvin, 1997). This may be explained by the observation that employees of self-managing group tend to define their work role as contributors to the groups primary task rather than in relation to one specific job.
This paper is designed to analyze the implementation of a self-directed team model and discuss the impact of this approach on the productivity of RL Wolfe’s plastic pipe manufacturing plant in Corpus Christi, TX. It will also critically analyze the role of communication in implementing the self-directed team model and how management of the company dealt with the conflict situation inherent in the approach.
BACKGROUND:
RJ Wolfe is a privately held plastic pipe manufacturing company with headquarters in Houston. In 2003, RJ Wolfe purchased Moon Plastics, a small customs plastic manufacturer in Corpus Christi, TX. This plant uses plastic extrusion to
References: 1. Douglas, C., & Gardner, W. L. (2004). Transition to self-directed work teams: implications of transition time and self-monitoring for managers ' use of influence tactics. Journal of Organizational Behavior, 25(1), 47-65. 2. Yeatts, D. E., & Hyten, C. (1998). High-performing self-managed work teams: A comparison of theory to practice. Thousand Oaks, CA: Sage. 3. Kirkman, B. L., & Rosen, B. (2000). Powering Up Teams. Organizational Dynamics, 28(3), 48-66. 4. Douglas, C. (2006). Communication in the Transition to Self-Directed Work Teams. Journal of Business Communication, 43(4), 295-321. 5. Kauffeld, S. (2006). Self-directed work groups and team competence. Journal of Occupational & Organizational Psychology, 79(1), 1-21. 6. Kets de Vries, M. F. R. (2005). Leadership group coaching in action: The Zen of creating high performance teams. Academy of Management Executive, 19(1), 61-76.