Ch 7.6 Flashcards
What defines a self-managed work team?
Group that works on its own without much supervision. They control how they work and usually handle complex tasks together.
What type of tasks are best suited for self-managed teams?
Complex, challenging, and need team members to work closely together. These tasks should also be interesting, important, and let people use different skills.
What is the range of tasks that self-managed teams handle?
Handle many types of tasks in both manual (blue-collar) and office (white-collar) jobs. This includes solving problems, assigning work, and managing production.
How do self-managed teams break traditional roles?
Team members adopt roles based on effectiveness, not narrow specialties, and work together to handle a variety of tasks.
What are the key factors for the composition of self-managed teams?
Stability, small size, expertise, and diversity are critical for team success, promoting high cohesiveness and effective task management.
Why is stability important in self-managed teams?
ensures high interaction, trust, and group identity, which contribute to better team performance.
What is the ideal team size for self-managed teams?
Teams should be small enough to avoid coordination issues and social loafing, often referred to as the “two-pizza” rule (teams small enough to be fed with two pizzas).
How does expertise contribute to self-managed teams?
Team members need high expertise to solve problems without relying on supervisors, with all members possessing strong social and communication skills.
Why is diversity important in self-managed teams?
Diversity brings various perspectives and skills, enhancing creativity and problem-solving, but team members must also align in goals to avoid conflict.
What types of training are essential for self-managed teams?
Essential training includes technical skills, social skills (e.g., problem-solving, conflict resolution), language skills, and business knowledge to help employees understand the larger organizational context.
How should rewards be structured in self-managed teams?
Rewards should be tied to team performance rather than individual performance, with some individual feedback to prevent social loafing.
How can management support self-managed teams?
Managers should act as coaches, encouraging independence and helping teams resolve issues, rather than viewing self-management as a threat to their authority.
