Self-directed Work Teams Research Articles

Self-directed work teams: Process with measurement

This article provides a group process for teaching an organizational theory class. The teaching strategy incorporates case teaching with a group simulation. After a discussion of the process, the article provides measurement criteria to evaluate the teaching exercise. Students generally viewed the project as a positive learning experience. However, there are risks inherent in teaching exercises involving groups and these are discussed.

Comparison of manufacturing performance of three team structures in semiconductor plants

Manufacturing programs aimed at improving performance often feature employee teams that address production problems at the shop-floor level. According to cognitive models of participation, performance under such programs is improved via the better utilization of skills and knowledge that occurs as employees are allowed greater decision making in their tasks. The authors examine the cognitive-model premise in a high-technology industry where improvement-team programs are on the rise. The study three types of improvement-team programs among a sample of eight manufacturing sites. The programs feature continuous improvement teams (CITs), quality circles (QCs) or self-directed work teams (SDWTs) and vary in the amount of decision-making power, skill attainment via training and skill use granted to employees. A quantitative analysis of performance reveals that CIT programs were associated with the highest direct and indirect productivity, two metrics that were available for each firm. QC and SDWT programs should not be dismissed, however, as they may lead to improvements in quality metrics, as the authors note in suggestions for future research. Qualitative data gathered in site visits suggest that poor implementation and failure to integrate production programs with engineering departments are two factors that inhibit program success.

Area Of Expertise Teams: The Michigan Approach to Applied Research and Extension

Michigan State University's Extension and Agricultural Experiment Station have restructured their educational delivery system through implementation of area of expertise teams. Adopting the concept of self-directed work teams from industry has resulted in enhanced credibility with stakeholders, a seamless linkage between research and Extension, and increased appropriations from the state legislature.

Do we practise quality principles in the performance measurement of critical success factors?

During the 1980s, many companies introduced management and production control initiatives, such as total quality management, self-directed work teams, just-in-time, manufacturing resource planning, flexible manufacturing systems, etc. All too frequently, operational improvements attributed to these initiatives are not reflected by similar financial improvements. This paper outlines some probable reasons for this apparent incongruency of outcomes. A non-quality approach to performance measurement is identified as a major contributor to this lack of financial improvement. A generic model for linking performance measures that achieve the strategic objectives of an organization is presented. A methodology is proposed to identify critical success factors, and for the set-up and implementation of a performance measurement system. A number of key issues related to the application of available information for decision-making processes are also identified. A strategic and integrated approach to the measurement of manufacturing organizations is outlined, which, if adopted, should result in management initiatives being optimized, and organizations improving their competitive position and profitability.

Communicating through self‐directed work teams (SDWTs) within an SME learning organization

Teamwork is increasingly becoming a prerequisite for many job functions in those learning organizations striving towards total quality management (TQM). However, the daunting task of creating a teamwork environment in many manufacturing companies is often left to proactive senior management, who assume the responsibility for creating a culture of interdependency, among all employees. This opportunity for maximizing employee potential through empowered teamwork represents a challenge for many managers. These “champions for success” will inevitably contribute towards improving business performance through re‐engineering the people process. Their actions will also facilitate the development of an organizational culture, which thrives on teamwork. Describes a case experience of an SME that has developed a team‐based learning organization, where all employees are empowered to challenge the status quo and make continuous improvements. Then reports on how the formation of self‐directed work teams (SDWTs) have been used as a strategy for getting a diverse group of people with different attitudes, skills and personalities, to work together towards common goals. Continues by presenting the use of a simple decision‐making framework which was developed by the case study company, and is contributing towards the empowerment of all team members. Concludes with some of the benefits experienced by the company, during their pursuit of TQM, through flexible SDWTs.

Privately Ordered Participatory Management: An Organizational Failures Analysis

American industrial enterprises long organized their production processes in rigid hierarchies in which production-level employees had little discretion or decision making authority. Recently, however, many firms have adopted participatory management programs purporting to give workers a substantially greater degree of input into corporate decisions. Quality circles, self-directed work teams, and employee representation on the board of directors are probably the best-known examples of this phenomenon. These forms of workplace organization have garnered considerable attention from labor lawyers and economists, but relatively little from corporate law academics. This is unfortunate, both because the tools routinely used by corporate law academics have considerable application to the problem and because employee participation is ultimately a question of corporate governance. According to conventional academic wisdom, perceptions of procedural justice are important to corporate efficiency. Employee voice promotes a sense of justice, increasing trust and commitment within the enterprise and thus productivity. Workers having a voice in decisions view their tasks as being part of a collaborative effort, rather than as just a job. In turn, this leads to enhanced job satisfaction, which, along with the more flexible work rules often associated with work teams, results in a greater intensity of effort from the firms workers and thus leads to a more efficient firm. Although this view of participatory management has become nearly hegemonic, the academic literature nevertheless remains somewhat vague when it comes to explaining just why employee involvement should have these beneficial results. In contrast, my article presents a clear explanation of why some firms find employee involvement enhances productivity and, perhaps even more important, why it fails to do so in some firms. Despite the democratic rhetoric of employee involvement, participatory management in fact has done little to disturb the basic hierarchial structure of large corporations. Instead, it is simply an adaptive response to three significant problems created by the tendency in large firms towards excessive levels of hierarchy. First, large branching hierarchies themselves create informational inefficiencies. Second, informational asymmetries persist even under efficient hierarchial structures. Finally, excessive hierarchy impedes effective monitoring of employees. Participatory management facilitates the flow of information from the production level to senior management by creating a mechanism for by-passing mid-level managers, while also bringing to bear a variety of new pressures designed to deter shirking.

Self-directed work teams: application to a drug information center.

To describe the transition of a drug information center from a traditionally managed center to a self-directed work team responsible for service, education, research, and drug use policy development. To adapt to economic, educational, and technologic changes, traditional management structures in healthcare organizations are being reassessed. In some instances, a team approach (using self-directed work teams [SDWTs]) is being implemented. SDWTs have the potential to provide a number of benefits to an organization, including reduced costs and greater employee motivation. The University of Illinois at Chicago Drug Information Center had functioned under a traditional management structure. For economic and professional reasons, the management structure of the center was changed to an SDWT, prompting a reevaluation of the mission and activities of the center. Although still in transition, the center's change to a team structure has proven to be positive. The nature of the SDWT requires greater involvement by team members in all aspects of the center's operation, adding to the experience of team members. The team structure also allows for greater freedom to pursue projects of personal interest to individual team members. A number of issues still need to be resolved, such as performance-based compensation and peer- and self-evaluations. SDWTs can provide many benefits. The successful implementation of an SDWT, however, has a number of requirements, the most important of which are a commitment from management and effective communication among team members and with management.

Manufacturing improvement team programs in the semiconductor industry

Increasing numbers of semiconductor manufacturers are implementing improvement programs at their manufacturing sites (fabs). Yet despite their rising popularity, little attention has focused on the impact of a program's design on its overall effectiveness. This research examines the improvement programs established at ten fabs. A categorization scheme classifies programs according to their use of one of three types of teams: continuous improvement teams (CITs), quality circles (QCs), and self-directed work teams (SDWTs). Results from 188 operator surveys and over 150 interviews with fab employees (including managers, engineers, technicians, supervisors, operators, and representatives from human resources and quality departments) indicate that a number of programs suffer from weak implementation and disorganized management. The failure to carefully design and implement a program is reflected in employee perceptions of the program's effectiveness. Perceptions of CIT programs are found to be significantly lower than those of QC or SDWT programs, both of which feature higher degrees of autonomy and training. Results also highlight a nearly universal failure to integrate production team programs with engineering and maintenance functions. To help improve future programs, design implications and aspects of effective team programs are noted. Special attention is paid to program selection, goal design, organizational support, engineering integration, information systems, and empowerment semantics.

Are Self-Directed Work Teams Right for Your Organization?: All for One, One for All

Giving employees the power and responsibility to manage their own work can boost morale, reduce costs, and enhance creativity. But to reap the rewards of self-directed work teams, you'll need cooperation from the entire organization, resources to train, and patience to see what’s possible.

The Use of Work Teams in Organizations: An Analysis of Type and Implementation

This paper examines self‐directed work teams (SDWT) from a social psychological perspective. It is asserted that SDWTs, and other types of work teams, are part of a continuum of teamwork and member autonomy. Also, SDWT development is related to social psychological concepts of group formation. Common barriers to work teams are discussed. Conclusions emphasize the need for organizations to match the types of teams to their specific needs and resources.

The real work of teams

Facilitators, leaders and trainers could use a framework to help employees comprehend the full range of responsibilities of being a member of a self-directed work team. This article describes a framework of five key team processes – plan, share, learn, administer, and produce – and defines the requirements for making each process successful. During the initial stages of a team's formation, it is critical that more time and attention be paid to the first four processes. As the members develop their team capabilities, they can devote more time to production. The article concludes with suggestions for implementing the five team processes.

The practical use of vision in small teams.

Sets out to demonstrate the usefulness of vision statements to self-directed work teams, taking ideas from the development of vision within teams in an organization of around 1,000 employees. Considers barriers to the creation of a shared vision in which employees have a stake, putting forward the concept of ¿team-sized vision¿ as a means of coping with the identified problems of ¿size¿ and ¿ownership¿ with regard to organization-sized vision. Outlines various advantages of team-sized vision, e.g. enabling positive discussion of change and acting as a strong motivator. Sets out a process for the generation of team-sized vision, broken down into four main steps. Concludes that the process can be undertaken with relative ease and that vision is for all levels of the organization--not just top management.

A Contingency Theory of Human Resource Management Devolution

AbstractHistorically, the structuring of human resource management suggests that it has evolved from a market‐based structure to more centralized control in a bureaucratic‐based structure. Recently the function has devolved from the bureaucratic‐based structure to multiple forms of market‐based structures as well as clan‐type structures such as self‐directed work teams. This evolution I devolution process is explained using constructs from market failures theory and organizational economics. Propositions from the proposed contingency theory of devolution can guide future research, and our explanations will help human resource managers deliver their services through the most effective structure.RésuméHistoriquement, la gestion des ressources humaines est passée dune structure reposant sur des mécanismes de marché à une structure bureaucratique à contrǒle centralisé. Récemment, cette fonction en est revenue à divers types de structures basées sur les mécanismes de marché et aussi à des structures reposant sur la concept de clan, comme les équipes de travail autonomes. Ce processus de “dé‐évolution” est expliquée par le biais de construits empruntés à la theorie de faillite des marchès et à l'éco‐nomique des organisations. Diverses propositions sont faites afin de guider la recherche future. Des explications aideront les gestionnaires des ressource humaines à offrir leurs services par le biais de la structure la plus efficace.

Creating Self-Directed Work Teams

Creating Self-Directed Work Teams

APPLYING LEARNING FROM SELF‐DIRECTED WORK TEAMS IN BUSINESS TO CURRICULUM DEVELOPMENT FOR INTERDISCIPLINARY GERIATRIC TEAMS

Business settings, which increasingly promote the value of teamwork and self‐directed work teams (SDWTs), offer a popular model for team development training. SDWTs are formal, permanent organizational structures or units empowered to manage themselves and the work they do. SDWTs in business settings have many of the same features as, face similar issues and problems to, and have worked out solutions to many issues that also apply to interdisciplinary health care teams (IHTs). The literature on SDWTs in business settings has addressed team involvement in choosing team leadership, training team leaders, running team meetings, selecting new team members, disciplining team members, peer review by the team, and team compensation. Materials from organizational literature have been used to promote SDWTs in health settings. However, application of SDWT curriculum to IHTs has not been examined. This paper compares the curriculum used by SDWTs in business settings with its potential application to interdisciplinar...

New York city personnel, bureau of examinations: Radical redesign in a government agency

The Bureau of Examinations at New York City Personnel undertook two parallel streams of change beginning in late 1994: radical flattening of the organization, and re-engineering of key processes. The selection process for going from 22 to five managers, and seven levels to three, included a total redefinition of the role of management and the accompanying move to self-directed work teams. This paper describes the key change initiatives deployed in these parallel processes. The results of the effort demonstrate that it is possible to conduct radical change, in parallel areas, and still maintain the day-to-day efforts of a work unit. The key to success is a strong process which engages all of the associates in the change and inculcates the organization with a new language and a structure for change.

Professional practice and role diversity: a team concept for patient transportation systems.

Critical care nurses providing interhospital transportation services face new challenges in structuring a professional practice model in a diverse role environment. Nurses are now finding themselves working together with a variety of health care professionals with different educational and experience levels. This article discusses the program development and shared governance development of one such interhospital transportation team. Shared governance in a unique environment such as this was achieved using a functional model (self-directed work teams) and several outcome-focused components that are described in detail. The difficulties encountered with the introduction of a governance structure are also shared as too are the resolutions. With the changing health care system and the evolving changes in critical care nursing roles, innovation is fundamental to patient care practices. Shared governance does have a place in nurse/nonnurse amalgamations.

Simultaneous engineering for self-directed work teams implementation: A case study in the electronics industry

Simultaneous engineering is based on the interaction between different disciplines and parallel consideration of design with production. This is usually taken as embracing product design and the manufacturing process (for instance in design for manufacturability), or product, manufacturing process and maintenance strategies (in design for maintainability) etc. A simultaneous engineering approach can also be of great value, however, for work organisation change, and vice versa. This paper describes a case study where problems with the product design and manufacturing process meant that these were redesigned in parallel with the implementation of self-directed work teams. In fact, the involvement of the first pilot team in this redesign enabled them to gain much of the confidence, skills and knowledge they required to operate successfully, and early decisions on the form and management of the team structure were supported. Relevance to industry Team work is an increasingly common choice of manufacturing and other companies to organise their production and assembly activities. The case study in this paper illustrates lessons in implementation of self-directed work teams. Moreover, it is emphasised that such implementation can be a fundamental part of simultaneous engineering, and also that teams themselves can contribute to concurrent product and process development.

Team Leadership: Using Selfdirected Work Teams in the Courts

AbstractThe 1990s are bringing rapid change to the management and leadership philosophies of many organizations, including the courts. Self-directed work teams (SDWTs) represent an innovative and efficient alternative to the conventional, top-down organizational structure used by most courts. Judges and court managers will be forced to assign more responsibility for decisions to firstline supervisors and frontline employees. What will this new form of court organization look like? How can courts implement this new way of “doing business”? This article will examine these and other questions concerning SDWTs in detail.

B10 Self-Directed Work Teams

B10 Self-Directed Work Teams