Self-Directed Teams: Case Study

Assess the effectiveness of own organisation in measuring team performance against organisation goals and objectives

A team is a type of organizational group with independent members. They share common goals and work together to meet these goals (Northouse, 2016). The organization where I work has teams at various levels for maximizing the success. These teams include, core teams, coordinating teams, patient aligned care team (PACT), contingency teams, ancillary teams, support and administration teams (Veterans Health Administration [VHA], 2015). Some of these teams have interdepartmental members while others have intradepartmental staff. Successful teams have a concrete blueprint and that contributes to their effective functioning. There are several factors that affect these teams irrespective of the level. The factors comprise the presence of a clear task, separation from non-team members, authority, and stability. The factors like working conditions, team process and bridging the gaps are concerns for the executive level. The complexity of the task, individual skills and their diverse specializations affect the selection of the team members. The team’s meaningful interactions decide their success. Independent teams can help promote friendly competition within the organization and lead to better staff performance. An efficient leader can design and launch an effective team through careful planning and selection of the right members. He/she keeps the factors that affect the success of the team in mind when designing the teams. The patient care units

Hinrichs’s active management of change within the factory and focus on worker satisfaction and buy-in resulted in a lot of small victories that he used to win over the workforce’s trust and respect. In the process, Hinrichs transformed the plant from one that was resistant to change to one that embraced and was excited for change.

Make sure the employees feel connected to their team, when they don’t feel valued it will impact their performance. Learn and challenge the employees to strive for better which will keep them productive. Provide security in their position to combat negative performance. Give voice and recognition which will empower employees and make them feel appreciated. Ensure all employees are being treated with fairness by communicating and leading effectively. Empower the employees to be able to make choices and decisions that can impact production, allow them to see their recommendations in action, and above all else, provide a clear sense of purpose. The goal here for the employees is to increase production to levels that will earn them a bonus, but ultimately the goal needs to be recognized as the success of the Engstrom plant to ensure job growth, steady income for its employees (Taylor, 2013).

Interprofessional team work which is “The levels of cooperation, coordination and collaboration characterizing the relationships between professions in delivering patient-centered care” should be added on the Terminology/Dictionary PPT. Also, Interprofessional competencies in health care which means “Integrated enactment of knowledge, skills, and values/attitudes that define working together across the professions, with other health care workers, and with patients, along with families and communities, as appropriate to improve health outcomes in specific care contexts” should be added to the PPT as

1). Even though the company’s plants in Ohio and Austin, Texas are unionized, John Amasi, director of Production and Engineering, firmly believed that a new approach to organizational design was needed at the Corpus Cristi plant. He considered that the use of self-directed teams would serve to raise productivity greater than the 80 and 82% currently, and increase the quality in work behaviors and material output. After gaining the support of the board of directors, securing the hiring of Jay Winslow from Wolfe’s number one competitor, and a collaborative meeting with all members of this development, Amasi and Winslow began putting into practice of the use of self-directed teams in the new

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 Corpus Christi Experiment, initiated by Mr. John Amasi (Director of Production and Engineering) at RL Wolfe in 2004, was an attempt to employ the Self-directed teams at the newly acquired Plastic Pipe Manufacturing Plant in Corpus Christi, TX. Self-directed team implementation has produced a lot of positives for the Corpus Christi plant such as higher design capacity achieved, job satisfaction among workers, lower turnover rates. After 3 years of implementation of Self-directed teams in Corpus Christi plant, 80% to 82% design capacity was met. RL Wolfe’s other two plants with traditional teams are able to meet the 65%-70% of design capacity. Since all the other conditions viz. Raw Material availability,

Many organizations today believe that the use of work teams will allow them to produce better products and provide better services, faster, and at lower costs. Using a work team approach can reinvigorate productivity and service provider motivation, and better position an organization to deal with a rapidly changing environment. However establishing effective work teams is not something that comes easy. Though, the benefits of effective work teams within an organization are very substantial, it takes alot of hard work and dedication on the part of management and team members to develop, implement and maintain effective work teams.

In the government-sponsored organization of Skills for Tomorrow it is important that employees and management realize that effective team management is the key to successful operations. Having a more effective team in place will create a more successful organization by

Many types of studies have been conducted and share the common outcome that performance is often better within the workplace when outcomes are judged as a team rather than specific individuals. Additional studies have been shown than teams are more likely to come up with effective and necessary management tactics than appointing a

RL Wolfe operates two other plants with unionized workforce. The union contracts at these plants have workers in two divisions: production and maintenance. The maintenance personnel were paid a higher wage than production personnel, and workers lack the flexibility to work across divisions even when simple intervention would prevent shut down of the extrusion line.

As we begin to form our self-managed work teams this week for the final report and presentation due at the end of session, I begin to reflect on the situations where I have had to be part of a group. Accordingly, past experiences have led me to form a generally negative viewpoint with regards teamwork in both the education and workplace setting. In most situations, group work is facilitated by a single leader responsible for ensuring that all members complete their work to the required standard. Nevertheless, this has lead to situations where team members often become unproductive or dysfunctional. For one thing, conflict – whether it be task or relational – arises between team members and leaders when they begin to feel that they are subject to the leader’s authoritarian behaviour or scrutiny. For another, the leaders responsible for the management of the group begin to feel underappreciated or dissatisfied with the levels of task productivity generated by group members. In stating this, I have experienced both sides of single leadership team management – with mostly disastrous results – where negative team performance ultimately reflected on assessment grades.

Although production needs are being met, improvements in productivity are always at the forefront of management’s thoughts. Doing more with less is a constant effort for middle management and hourly laborers. Over all the