Functioning of Self-Managed teams
As the organizations are beginning to realize their importance, they want to have such teams in their hospitals. Self-managed team was a concept initially considered to be a method of involving the staff members in the work processes. A self-managed team would have to be provided the activities and the various steps that exist in the organization. The team leaders would have to be provided with the various skills and knowledge required by the team meters to carry out various tasks required in execution of patient care.
The self-managed team would also have to be given an idea of what the management expects from them and the phases the organization would be going through whilst trying to fulfill the missions and the goals (Schrubb, 1992 & Silverman, 1996). Before the manager can actually implement the self-managed policy in a team certain considerations need to be taken into account. Sometimes, it is important to standadise the work performed by several teams that are functional simultaneously in the organization.
All these groups must perform the tasks independently. The management should ensure that priority is given to certain areas in which standardization is required. The management should also ensure that the process of standardization is
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It is important that the organization allows the self-managed team formed to settle down and deliver positive results at their own time. The organization should not try to push the team to delivery results within a short period of time. This may negatively impact the team structures and the various processes existent in the organization. The entire process of framing a self-managed team is complex and involves several processes: – The administrators have to be informed of the need to have such teams functional in the organization and the benefits of it.
The senior management needs to be demonstrated certain clear benefits for having self-management teams. The manager should conduct a survey and field study in other organizations, other branches or other departments to determine the basic functioning, structure, benefits and drawbacks of having self-managed teams. The organization would have to make a decision on whether it should go ahead with the plan of implementing a self-managed team. If the project is not feasible it may have to review its decisions and think of having certain alternatives.
Several characteristics of the organization such as attitudes, practices, mission, objectives, goals, corporate culture, principles, etc, and the manner it would relate to the team needs to be considered. Several staff members within the organization may have to be referred to during this process. All the staff members that are going to be involved with the self-managed teams need to informed and educated about the changes that are going to come in.
The organization should give special considerations to the supervisors who would train the staff members. A task force would be constructed who would perform all the management related functions including planning, implementation, monitoring, controlling, allocating, evaluating, etc. The implementation of the self-managed teams needs to be performed. The roles and the responsibilities the embers of the team would perform are identified. The leadership would ensure that self-managed team is required in the organization.
The team coordinators would ensure that structure of the sel-managed teams is supported. The financial resources, human resources, logistics, support system, that may be required for the functioning of the self-managed team have to be provided. The entire implementation plan has to be chalked out in a proper manner, and followed up closely. From time to time, the plan of the self-managed team needs to be assessed closely. The process of having a self-managed time may be functional fully after several years. (Silverman, 1996)