A631.4.4.RB_DiazBrian

Self-managed teams have the ability to decide how they organize their work and processes.  Supervisors or team leaders work "on the outside looking in".  They interject themselves if needed to offer guidance, direction, and support.  Even though I work for an organization that is organized in a vertical hierarchy, the company does use self-managed teams.

As an advisor to graduate students I am a part of a self-managed team.  I was fortunate enough to be selected by my team (in the hiring process all candidates meet the entire team and they vote on whom they want to work with).  The team processes where in place when I came aboard but we are free to organize our day how we see fit.  My team shares many of the same characteristics that Brown (2011) contributes to self-managed teams such as:

• Egalitarian culture and lack of status symbols.
• Team members have a sense of vision for the team and the organization.
• Diversity in our members.
• Information of all type is shared.
• Strong partnership between our team and management.

We are given complete autonomy to make decisions, are permitted to take our breaks/lunches when we want to, and we individually determine or work procedures.  We all share the same values, are extremely goal oriented, and enjoy working together.  We have taken it upon ourselves to meet and discuss how to make our job processes better, set goals for ourselves, and offer feedback to one another.  Brown (2011) defines job feedback  as "the degree to which carrying out the work activities required by the job results in workers obtaining direct and clear informationabout the effectiveness of their performance" (p. 343).

I see the following as some of the major benefits of a self-managed work team:

• Greater employee responsibility and accountibility.
• Greater sense of accomplishment and satisfaction from team members.
• Freedom for team innovation.
• More effective use of team members' skills.

Some of the drawbacks  of a self-managed work team are:

• Longer decision making process.
•  Possible chaos (some team members not pulling their weight).
• Possibility of being unable to adapt to team structure.

Personally in order for me to become a competent external manger of a self-managed work team I think I would need  be open to the ideas of others, not be afraid to make mistakes, and be empathetic to the needs of others.  These are all the traits that my supervisor possesses and I consider her a mentor.  In my first year I made plenty of mistakes (some big ones)!  However I was never made to feel bad about them.  I was advised to consider them learning opportunities.  I was always encouraged by my supervisor and my teammates.  I was able to take a little bit from everyone and tried to make my own identity.  I was trusted.  I think that is the competency I would most develop with my team.  I always want to have an "open door" policy and listen to the needs of my team members.

Below is  a pic of me with my team from our recent Prom Dress Kickball Challenge.  I'm the only guy, how's that for diversity!  :)

Brown, D. (2011). An Experiential Approach to Organization Development. (8th ed.). New Jersey: Pearson Education Inc.