The first model is the shared-leadership model. This tackles the all-important factor of leadership within the team. In this model, members take on a leadership role for a different aspect of the work that needs to be done and is responsible for being the authority in that area. For example, one member can be in charge of keeping an eye on the competition?s products, one can be in charge of helping create new ideas, and another can research possible vendors to keep costs down and quality up. This way, all members have equal influence and authority in the group. It also eliminates the need to keep information from others to obtain power within the group. This was a problem observed by many early studies done in the Self-Directed Work Team phenomenon.
In the Shared Leadership Model, the members have to address key issuer early on. Four major issues that must be determined early on are: 1. Who leads when, and who follows when? 2. What will the team accomplish? 3. How will the work be carried out? 4. How and when will the team know the project is a success? (Arnold, 1996) After the members decide on many of the workings of the group, managers can assist them in addressing any issues of authority and help them shift the assignments for authority as necessary. This does not completely eliminate the need for a manager either. The support of the manager is vital to the team?s success in the shared-leadership model.
Human Resource managers can be very effective in guiding the Self-Directed Work Team in the shared-leadership model. They must use simulations and tests in interviews to help them select people who are better cut out for teamwork. They must also keep a few points in mind. One of the issues that a Human Resource Manager must keep in mind is that, ?employees will feel vulnerable in a self-directed work team because it lacks the familiar clarity of a hierarchical structure (Arnold, 1996).? This can increase the sensitivity of authority issues. Also, should competition help the team by pushing each member a bit harder, or is it a hindrance that erodes the solidarity and friendship (Neuborne, 1997).
Education of the shared leadership model is crucial to reduce this heightened sensitivity. The team experience must be fulfilling, and that can be achieved by assuring the employees that others will acknowledge their roles as a follower and a leader. Another key issue is that the members of the team be open to the team concept. As discussed earlier, some people are just not cut out for this and have only negative opinions of it.
Employees who want to be a part of a team contribute the most to that teams success. And teams that are comprised of people, who embrace the team concept, are the most successful teams. Interdependence is also a key attribute to effective team members. They can work interdependently, as well as rely on others when necessary. The ability to shift back and fourth between the roles is essential to the shares-leadership approach.
Yet another issue is the need for self esteem among the members. They have to feel that sense of purpose in the team. They also must feel that they are part of something important. Many unsuccessful teams overlook this basic human need. The more that most team members feel that sense of ownership toward that common goal, the better the overall environment will be and the easier the obstacles will become. Everyone understanding the mission of the team expands their limits and makes it much easier to contribute.
Lastly, the Human Resource manager must ensure that everyone has clearly defined roles. Ambiguity can really stop motivation dead in its tracks. The team members know exactly who to go to with any issues and concerns when the roles are clearly defined. So, the Human Resource manager and other managers have an important role in the shared-leadership model. Recognizing certain warning signs of trouble are also important for the HR manager to see early before they mushroom into bigger problems.
Overlapping responsibilities, missed deadlines, and increased friction are just some of the signs a HR manager should look for. It is also important for the HR manager to educate the employees on identifying the key stakeholders and work with them. These stakeholders are the ones who give expertise and information, as well as provide resources (Arnold, 1996).
The next model worth taking a look at is the Dutch model adopted by many Dutch companies. While many feel that the Japanese put the team concept on the map, it was actually the European companies that have been practicing it for the last 35 years. The Dutch model follows 4 basic phases and three basic principles.
The first of the 4 basic phases are: Phase 1: the bundling of individuals is where the teams are formed after the technical conditions of implementing the teamwork have been set. Members of the team are cross-trained and become multi-skilled workers in this phase. This concept is seen in most models of teamwork and ensures that members can assist each other in case of absenteeism (Van Amelsvoort & Benders, 1996). For any undertaking to be assigned to a team, the team must have at least two members who can accomplish that task. It also helps employee morale to see that a company is investing time and money to cross-train them. There is also training to answer any questions that the employees might have about Self Directed Work Teams and explain to them why the company is going in that direction. The team is then given its objectives for the next six months and holds regular team meetings to discuss issues and build their team communication skills.
The next phase of the Dutch model is Phase 2: Group. In this phase, members of the team get gradual doses of empowerment. They become involved in more aspects of the overall success of the team such as quality control and dealing with absenteeism. This phase is a difficult one for most former managers and foreman, because they are reluctant to give up the power that they once enjoyed. Meetings are still held and performance remains a major theme in those meetings.
The next phase is Phase 3: Team. In this level, management becomes even less involved in the team. Conflict resolution and decision-making become the responsibility of the team. This is the phase where the team building is the biggest theme of the team. The team begins to set its own goals and interact with management on how they plan to accomplish those goals. The team does team appraisal itself. The team is given a budget at this phase and wages are adjusted to reflect the performance of the team and the attaining of its goals. Although this wage modification is no larger than 5%; otherwise, the peer pressure would exceed a comfortable level to earn that bonus. The team in a 360-degree review conducts individual reviews. This phase is the most psychological of the three phases and the toughest one to make the transition into. As can be concluded, this is also the one that takes the longest to achieve.
The last phase is Phase 4: Open team. In this phase, the team acts as a separate company within the organization. They begin to negotiate contracts with internal then external customers. They review the contracts themselves two or three times per year. They are also invited to attend major company meetings to discuss issues.
Another challenge for Human Resource managers when implementing self directed work teams is the challenge of keeping the work place diverse during the transition. This can be done through combining diversity training in the team building training programs. Integrating articles of diversity and articles written by people with diversity backgrounds can be presented at these meetings. Films relating to diversity as it relates to various aspects of leadership can also be viewed in these sessions. This combination of diversity and team training needs to be identified as strategic factors for the organizations future (Hickman & Creighton-Zollar).
Upper management should demonstrate and affirm their support of such programs on a continuing basis. Glenn Parker defined 6 factors that management must be responsible for to make employees aware of their commitment to the curriculum in his ?Cross-functional Collaboration? article in 1994. There are as follows: 1) Provide resources such as time, training, funds, people, and equipment. 2) ?Talking and walking? teamwork, through verbal and visual actions. 3) Recognizing and rewarding teams and team players. 4) Communicating a vision, charter or broad goals. 5) Breaking down old paradigm and procedural barriers 6) Modeling teamwork so that management works as a team.
In conclusion, it can be said that Self-Directed Work Teams are a great option for most companies today. That does not mean that it is an ideal concept for all companies. One thing is clear, however; the concept is one that eill increase productivity, morale, and quality for organizations that implement it in the proper way. If not implemented with much care and caution, it can prove to be an expensive learning experience. All things considered, it is a noble concept that is becoming widely adopted, and will lead many establishments into the new millennium.
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