78. Which is not a requirement for an effective self-directed team? A. talent and skills. to meet goals B. one or more men Caseystem of reinforcement and celebration D.
· Common Goal: The key concept behind a successful self-directed team is that they are working independently but on a common goal. If this isn’t established, then the many moving parts will fail to unite and achieve that goal. Therefore, it’s critical from the beginning that the team is aware of that common goal.
· 78. Which is not a requirement for an effective self-directed team? A. talent and skills to meet goals B. one or more members representing supervision C. a system of reinforcement and celebration D. clearly stated and commonly held vision and goals E. effective and skilled interpersonal relations
· Question 16 Listening is an art , not a skill , and thus individuals can not be trained to be better listeners . Question 22 A self-directed team makes all decisions internally about leadership and how the work is done and has the potential for high autonomy. done and has the potential for high autonomy . Question 23 Active listening involves ...
Businesses with a decentralized decision-making culture and employees who are empowered to take full responsibility for their work are good candidates for self-directed teams. Managers outside the team still play a role, but more as coaches and facilitators rather than as supervisors.
When the team members possess the right set of managerial and technical skills for the job, the team may achieve results that would not be seen under a command-and-control approach. Self-directed teams have the freedom and flexibility to devise innovative solutions to business problems and rapid responses to organizational challenges . Companies may even be able to trim their managerial ranks as the team shows growing levels of independence.
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In the short term, self-directed teams may even be less productive than the more traditional methods of producing goods and services. Let's review. A self-directed team, is a team in which the members are responsible for an entire business operation, generally with very little input from a manager or supervisor.
Common Goal: The key concept behind a successful self-directed team is that they are working independently but on a common goal. If this isn’t established, then the many moving parts will fail to unite and achieve that goal. Therefore, it’s critical from the beginning that the team is aware of that common goal.
Pro-Tip: While self-directed teams are independent and often feel as if they’re isolated and not in contact with other team members, communication is still the key in keeping all parties aware of where they are and when they’re needed. Learning good communications patterns for your team will facilitate the success of your self-directed team.
So, there are four . So the first one is joint responsibility. So, each person has a responsibility for their area or their domain, and then they all are fully invested to contribute towards the success of the project.
Empowerment: The oil that greases the self-directed team is autonomy. Each team member, being an expert in their field, must have the power to pull the trigger. They must be able to proceed without having to go through an approval process that will only slow them and the project down. This efficiency is part of the positive thrust for self-directed teams.
Joint Responsibility: Each team member is responsible for their area of expertise. They are fully invested for maintaining their part for the project and must hold it up themselves. That part of the project’s success rests solely on their shoulders.
Like typical project teams, self-directed teams consist of a group of skilled professionals, often employees of the same company , whether in one location or distributed. But a self-directed team is different in that these teams are designed to bring together cross-functional individuals or groups, each with their own specific field of expertise. Often self-directed teams are designed to tackle particular processes or initiatives, like defining a new strategy or kicking off new products, to name just a couple examples. As such, these individuals with different skills then work towards a common purpose or goal without the usual managerial supervision, and instead rely on effective communication between departments or expert teams.
It’s likely that you’ve participated in one. If you have, then you know some self-directed teams work better than others, and the guidelines for how these self-directed teams work varies from organization to organization.
Here are some ideas of what needs to be done: 1) Have clarity of what you want to achieve and its measurable objectives. 2) Decide how many people will ideally make up this team of self-managers. 3) Ensure the team members buy into the result that is being sought. 4) Provide the metrics for determining progress.
In the late 18th century, when that era’s industrial revolution took people from their craft houses and off the land into factories and mills to mass-produce products for import and export, Hamel suggests that ‘management was needed to turn humans into ‘semi-automatic robots’.
Creative thoughts may be smothered as team members knuckle down to support others’ ideas
It may be that the culture of the organisation doesn’t support the processes that self-managed teams require, so you have to be aware of some of the pitfalls too:
Overall benefits include: Greater ownership of the tasks to be performed. Decision-making is spread and designated throughout the team. Team members manage their own time-keeping, scheduling and productivity. Members fill in for each other when there are holidays or sickness.
The principle behind the process is simple; people in the team are in charge of the team ethos and create the synergies to make the team work accordingly. They can be employed as a permanent solution or on a project-by-project basis. Overall benefits include: Greater ownership of the tasks to be performed.
Although not the right fit for all companies, self-managed teams have thrived in organisations where the culture supports it and where people are willing to accept increased responsibility.