Organisational Change Management Volume 2

Development of Teams: 2 Concepts *i

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Concept 1:

Multi-skilled

Self-Managing

Self-Leading

Members acquire several skills to perform the team's tasks

Members of the team take over operational responsibility previously performed by manager and supervisors

Members participate in the development and implementation of strategy at the work group level

Concept 2:

Traditional directive management

Participative management

Traditional structure, but absentee manager
(self-managing)

Less traditional structure, manager as facilitator/ integrator to a number of groups

Self managing teams with skip-level reporting

Virtual team

Decisions from the top carried out by team members.

Individuals have some input.

Team has no major role in decision-making and problem-solving

Team is involved in selected decision-making and problem-solving situations.

No real authority or autonomy separate from the manager

Team contracts for certain management respons - ibilities

Team contracts for certain management respons - ibilities

Team contracts for increasing respons - ibilities as group matures

In different geographical locations

Notes

i) Need to have an understanding of what type of team each situation demands. Otherwise, the group is set up to fail.

(source: Robert Hicks et al, 1990)

 

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