in black and white
Main menu
Home About us Share a book
Biology Business Chemistry Computers Culture Economics Fiction Games Guide History Management Mathematical Medicine Mental Fitnes Physics Psychology Scince Sport Technics

Self help the menegment - Nelson B.

Nelson B. Self help the menegment - wiley publishing , 2005. - 304 p.
ISBN 0-471-70545-4
Download (direct link): selfhelpthemanagementbible2005.pdf
Previous << 1 .. 56 57 58 59 60 61 < 62 > 63 64 65 66 67 68 .. 85 >> Next

• They make the team’s important decisions.
• They interview and select their leaders.
The Management Bible
• They invite new team members (and remove members who aren’t working out).
• They set their own goals and make their own commitments.
• They design and perform much of their own training.
• They distribute and receive rewards as a team.
Unfortunately, this ideal of empowered, self-managed teams is often quite different from the reality. Many employees—members of so-called self-managed teams—report that while they have a greater voice in the team process, key decisions are still being made by their organization’s top managers. This fact again points out that it is often difficult for managers (whose job, after all, is to manage) to give up their own authority and to hand it over to teams of employees, regardless of how skilled or insightful they may be.
If teams in your organization are not truly empowered, there are a number of things you can do to alter the status quo, starting with this list of suggested actions:
• Make your teams empowered, not merely participative: Don’t just invite employees to participate in teams, grant team members the real authority and power that they need to make independent decisions. —Allow your teams to make long-range and strategic decisions, not
just cosmetic or procedural ones.
—Permit the team to choose its own team leaders; don’t appoint them for the team.
—Allow the team to determine its goals and commitments; don’t assign them yourself.
—Make sure that all team members have influence by involving them in the decision-making process, and then do everything possible to honor the decisions the team makes.
• Remove the source of conflicts: Managers are often unwilling to live with the decisions made by empowered teams. Be willing to
grant teams autonomy and authority, and then be ready to live with the decisions that these empowered teams make.
—Recognize and work out personality conflicts.
—Fight turfism and middle-management resistance when and wherever it is encountered.
—Work hard to unify manager and team member views.
—Do what you can to minimize the stress on team members of downsizing and process improvement tasks.
• Change other significant factors that influence team effectiveness: Other factors can indicate that an organization has not yet brought true empowerment to its employees. Redouble your efforts to bring empowerment about by:
—Allowing your teams to discipline poorly performing members themselves and without your influence or intervention. —Minimizing the impact of peer pressure in attaining high team performance.
—Making a point to provide team members with the same kinds of skills training as is provided to supervisors and managers in your organization.
Empowered teams don’t just happen all by themselves. To come about, supervisors and managers must make concerted and ongoing efforts to pass authority and autonomy from themselves to teams in their organizations. Until they do, then no team can be truly empowered or self-managing.
Therearethree dominant forcesshapingtwenty-firstcenturyorganizations:
1. A high-involvement workplace with self-managed teams and other devices for empowering employees.
The Management Bible
2. A new emphasis on managing business processes rather than functional departments.
3. The evolution of information technology to the point where knowledge, accountability, and results can be distributed rapidly anywhere in the organization.
In each of these three forces, communication and information technology plays key roles. The effective design, management, and implementation of new technologies are therefore a critical factor in the competitiveness and long-term success of today’s organizations.
Information, however, is notoriously difficult to manage. According to Peter Drucker in Management: Tasks, Responsibilities, Practices (New York: Harper & Row, 1974): “Information activities present a special organizational problem. Unlike most other result-producing activities, they are not concerned with one stage of the process but with the entire process itself. This means that they have to be both centralized and decentralized.”
The better and more effective use of information technology enables organizations to rely more on teams to make decisions and less on individual supervisors and managers—leading to reductions in the numbers of supervisors and managers required to staff specific departments and functions. These reductions often lead to dramatic cost savings which flow directly to the company’s bottom line.
For those managers who remain, new skills are required to become coaches, supporters, and facilitators of self-managing teams of front-line employees. Instead of trying to control the organization, managers and supervisors find themselves in a new job: to inspire workers instead of commanding them. By doing so, they can have a major impact on the effectiveness and long-term success of their organizations, while encouraging employees at all levels of the organization to grow and to mature in their new roles as team leaders and decision makers.
Previous << 1 .. 56 57 58 59 60 61 < 62 > 63 64 65 66 67 68 .. 85 >> Next