Essay on C&S Wholesale Grocers: Self-Managed Teams

In every organization, teamwork should be a term very emphasized among all the members. However, a company should have the tools and willing to motivate its employees towards a teamwork formation within the organization. Therefore, the company should acknowledge the correct incentives that are applicable to build a motivational environment where the people feel free to express ideas, and feel empowered to lead others to a common goal; a place where they feel valued and important for the development of the company, and also, well compensated.

| Teamwork is often associated with empowerment, ownership and added responsibility. We assume that individuals would prefer to be involved in decision making, rather than simply being told what to do. While this may be true in most cases, it is not true in all cases. This may

1. Cross training will allow more employees to be able to do the same job and reduce the amount of boredom and accidents.

Teamwork is essential for competing in today's global arena, where individual perfection is not as desirable as a high level of collective performance. In knowledge based enterprises, teams are the norm rather than the exception. A critical feature of these teams is that they have a significant degree of empowerment, or decision-making authority. There are many different kinds of teams:

Virgin Australia is an extremely diversified and multi dimensional corporation that truly approve that its individuals are its the most important asset. They always provide a view of the different business tasks and some of the model roles that shape a section of every team. Team at Virgin group includes individuals with consummated experiences who are committing to a similar goal. There are many types of teams that occur within the Virgin group of corporations, for example, the top management team, a self-managed team work team and the cross functional teams. In addition, there are stages of improvement and task roles influence the efficiency of groups within the Virgin Group through forming, storming, norming, performing and

Part of being a manager for a company is managing teams. These teams can be created for many different reasons and can have various goals put upon them. Companies want managers that are capable of constructing teams that can effectively meet goals and set standards. The four types of work teams most commonly found in organizations are: problem-solving, self-managed, cross-functional, and virtual. In completing the simulation for this course, I will use cross-functional work teams as a foundation for my investigation of effective team management.

Cross Training. Employees that are cross trained can be extremely valuable because they are able to do a multiplicity of tasks,

Dalman recognizes that both he and Lei are spending too much of their time resolving issues within Sandwich Blitz while they can be focusing on taking it to the next level. Dalman has been addressing manager operations concerns, and Lei has been concentrating on the financial matters. Dalman feels Sandwich Blitz is growing more successful, although there is still some issues that need to be addressed. Dalman has heard of other businesses using a team approach to managing which have yielded positive results and is curious if this approach could help the location managers. Self-managed teams should be implemented into Sandwich Blitz to permit Dalman to devote more of his time to growing his and Lei’s business. A self-managed teams is an Autonomous work group in which the employees are taught to do all if not most of the jobs in their unit, they have no immediate supervisor, and make decisions that were formerly made by a frontline supervisor.

In today’s dynamic and innovative business climate, more and more companies are seeking ways to increase productivity, efficiency, and provide an organizational culture where innovation and creativity flourishes. Team-based environments have proven to be advantageous and beneficial in achieving this goal. One such organizational approach is self-directed teams (SDT’s), which is comprised of a group of two or more members entrusted with the responsibility of working collectively to achieve organizational goals, with minimal assistance from management.

The employees will be cross-trained in their area of responsibility. This increases the skills and knowledge of the workforce and reduces costs associated with hiring new employees.

While having a team of extremely motivated and high- performing individuals is ideal for most companies; establishing a self-directed, high-performing team isn’t always easy. There are tons of pros and cons to developing such a talented team. In this paper we will discuss some of the difficulties managers have establishing these self-directed teams. We will identify some of the characteristics of high-performinging teams as well as give a little direction to managers that may be struggling to develop a team of self-directed individuals. We will also briefly speak on negotiation and conflict resolution skills that managers can use to build a strong team. I’ve run and managed several teams throughout my life and I’ve come to realize that when

In today's society some corporations have achieved success by replacing the hierarchical boss-subordinate relationship with that of an empowered work team. Many corporations know the value of a high-performance team. A high-performance team has a great deal to offer to the organization. In a team environment, people are not managed, controlled or supervised. They are led by their mutual vision of the organization's purpose and goals. Teams surpass individuals working alone, especially when performance requires several abilities, verdict, and active involvement...

The issue of team self-management is one of great interest in today’s complex environment, it seems many businesses are restructuring themselves in an attempt to “modernize” and stay relevant. Some of the most successful organizations in modern times were nothing more than an idea a decade or two ago, with names like Facebook and Zappos. Part of this successful “startup culture” includes decentralization of decision-making, often leading to a more flexible and employee friendly work environment. More traditional organizations are taking note of this trend and studying it or implementing it themselves.

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

Accordingly, the concept of self-managed work teams has increasingly been – in today’s globally competitive environment – receiving attention from both academics and organisations as a promising new tool in management (Manz 1992; Druskat & Wheeler 2004). The concept of self-managed work teams describes the set of