Effectiveness of Self Manage Teams in Levi Strauss & Co

2481 Words May 6th, 2008 10 Pages
Executive Summary

This case study reviews the effectiveness of self manage teams in Levi Strauss & Co. The self manage teams were not performing and was facing problems such as low morale, high overhead cost and decrease in efficiency. The problems were analysed to determine the causes. The causes were insufficient training; poor management commitment; unclear objectives; poor strategy and implementation plan.

Solutions were then brainstormed for the above causes, which are;
- Establish a comprehensive training program which is a critical component for successful self manage teams. The whole training cycle, encompassing the training needs analysis, the training program and training effectiveness, must be carried out.
- Establish
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According to Clifford & Sohal (1998), empowering employees requires new management skills of relinquishing power and authority and moving to democracy within the work environment. The task of middle management is re-orientated towards managing for growth and innovation (Purser & Cabana, 1999). They become coaches, mentor and catalyst for change therefore they require addition training to achieve the above.

Another cause to consider is commitment from management. Through out the implementation, it seems that the commitment from management is poor. One important fact for SMTs is a common of how these teams will fit in the organization and also leadership (Capozzoli, 2006). The organization need to communicate its commitment effectively not just with a single memo from the vice-president. The CEO or MD should be involved in the initial stages implementation and the means of communication should reach the masses. Management should also commit resources, people and money especially during the initial implementation stage (Capozzoli, 2006). Trust between employees and managers, is another aspect that is important. Trust is something that builds over time and not achieved overnight. At most times employees do not trust management especially during change. Ray (1994) suggested that management tends to overestimate the level of trust employees have in them.

A proper strategy with realistic goals, implementation
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