MNG82210: Literature Review on Self-Work Team Management Effectiveness

This report delves into the realm of self-work team management, elucidating its core principles and benefits within an organizational context. It underscores the significance of effective service provision, customer satisfaction, and employee productivity as pivotal objectives driven by management strategies. The report explores the concept of self-managed teamwork, highlighting its effectiveness, cost-saving potential, and ability to boost productivity. It examines the various roles inherent in self-managed teams, including task planning, scheduling, and resource management, while also contrasting the fading traditional management styles with the advantages of self-managed teams. The report further identifies key benefits such as enhanced task ownership, reduced costs, improved efficiency through coaching, increased learning and interdependence, and the empowerment of teams to make decisions that align with customer needs and organizational interests. Additionally, it discusses factors influencing team effectiveness, including task design, team characteristics, supervision behaviors, and employee involvement, while also emphasizing the role of individual contributions and commitment in driving team and organizational success. The report concludes by highlighting the applicability of these frameworks across diverse organizations, showcasing their potential to bridge the gap between management and customers, ultimately leading to improved productivity and organizational goal achievement.

Self-Work Team Management
Self-Work Team Management
Organizational Behavior
Unit code: MNG82210
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Self-Work Team Management
Introduction
Management of an organization plays the role of steering the organization toward achieving
organizational goals. Effective service provision, customer satisfaction, and employee’s
productivity are the primary objectives that management focuses as key drivers and process of
organization goals LEI (Wang & Pan 2018, p.46). Management is focused on a different level
depending on the nature of the business. Teamwork management has rapidly increased due to its
beneficial factors that have led to the most company embracing the self-management teamwork.
In this topic, I will discuss on self-team work management, benefits and effectiveness to the
organization.
Self-management teamwork is the management of a team consisting of employees who are
responsible for the production of goods and services in the organization (Hennekam & Bennett,
2016, p. 31). The effectiveness of the team is determined by the level of professionalism and
expertise knowledge the team possesses. Self-management of a team does not take place in every
company but is effective where the organizational culture supports decision making by the
employees. Companies support self-management teamwork since they are effective, cost-saving
and increase productivity. In this form of team management organization allocate the tasks to
individual or group of a department depending on their specialized skills or the function of their
work. Self-managed teamwork carries various roles in the organization. These include planning
on how tasks are to be executed by various team members, scheduling of task which ensures that
tasks are implemented effectively and resources are well managed, the team is responsible for
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annual leaves and absence of its members. The technical and managerial roles are the
responsibilities of the team.
The traditional form of management has continued to fade away and the new form has clipped in
due to the effectiveness of the required changes was seen as the hero of the team has not yielded
many results due to the bureaucracy that had power concentration in a central point of view
(Houle 2018, p. 89). The effectiveness of the self-managed team has been seen to yield better
results due to the effectiveness of team productivity (Omar 2019, p.7).
The self-management team has major benefits to the organization which enhance the continuity
and better productivity and service delivery. Having a better understanding of the task, the team
possess the ownership of the task they perform which results in delivering better products and
services. The team is less costly than the hierarchical structure of an organization which is
expensive. The team performs both technical and management task. The managers of the team
participate in task delivery through coaching and facilitate task delivery unlike directing and
controlling. This enhances efficiency since tasks are done effectively at the watch of the team
members. The integration of the task among the team that has a better understanding of the task
encourages learning and the interdependence of task involve to complete an activity reduces the
boredom that kills the motivation of the team. Sajatovic (2018) indicates that distribution of
power, authority, and responsibility to people closer to the consumers and enables the team to
have the responsibility of making appropriate decisions that suits both customer need and
company interest. The team can review the changing trends in innovation and make a better
decision to improve the quality of services in the organization (Lin 2018, p. 37). The flexibility
of the team enhances growth to the organization due to the distribution of team skills and
expertise among the team members. The team is normally responsible for their action which
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makes them cautiously make an effective decision. The decision made enhances productivity and
service delivery which makes this form of management a better option for many organizations.
Engaging employees to tasks that better suit their specialization make employees more
committed to the organization which continues to enhance organization sustainability (Araújo-
Soares 2019, p. 24). Classification of tasks can be tedious to the organization but when given to a
self-managed group it becomes simpler and easy. This is because the team has a better
understanding of the task than the company managers. The team effectiveness in the organization
has the ability to attract and retain the best and productive people in the organization. Being a
skill centered field where individual skills are developed through involvement in the team, this
ability continues to strengthen its members thus creating continuity and existence of the team.
Customers report less return and positive feedback due to the factors contributing to their
satisfaction. This is as a result of the coordination of team members and the result of the
effectiveness of the decision made. The self-managed team promotes increased compatibility
between employees and employers. Due to their ability to depend on the decision made among
the team, it makes it easier for employer to be relieved from their duties and focus on other tasks
in the organization.
To determine how effective a team is, there various factors to consider from the team. These
include; group task design, characteristics of a team, encouraged supervision behavior and the
context that support employee’s involvement. A successful team portrays the ability to satisfy the
external an internal client’s ability for future performance and the ability for the team satisfaction
within the team. The task design portrays the effects of a team to self-regulate and motivate itself
among its members. This factor predicts team performance. Encouraging supervision indicates
the ability of self-leadership and the ability to self-manage a team. The team should portray six
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Self-Work Team Management
supervision behaviors these are; encouraging self-observation or evaluation to determine how
effective your services are and if the results are satisfactory to the organization and the consumer
(Park 2018, p.74). Self-criticism plays the role of self-judgment by judging whether the services
are up to the expected standards and making appropriate adjustment to meet the expected better
results. Setting self-goal determines the ability of the team in brainstorming to produce better
results. The team should possess the ability to reinforce when performing any task. This should
be seen in the form in which tasks are distributed among the members to ensure there are better
participation and coordination of the team. The team should have its expectation and encourage
the realization of expected results from the team. This enables the team to work towards
achieving the goal of the task given and from opting to other options. Finally encouraging
rehearsal ensures that any encountered errors are corrected before the final product and services
are finalized. These factors are found to influence team effectiveness in the organization.
Group characteristic involves subdividing the group into different categories. This involves
group compositions, process and group beliefs. Group composition involves categorizing the
group into expertise, ability to perform a given task and group stability. Group beliefs involve
the beliefs that can be shared among the group members. These beliefs are categorized into
group norms and self-efficacy (Hall 2019, p. 90).Group process framework involves the
interaction of the team when performing a given task or activity. This process is divided into a
group of innovation and coordination. This category displays the effectiveness of a team’s ability
to solve a problem and to be innovative in bringing changes to meet the required needs.
The employee involvement is the level in which the employer gets involved with the team. This
creates the level in which the employees’ effectiveness is enhanced. For this to be affected, some
of the organization elements must be taken down to the employees’ level. This involves the
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power to make a decision, information is required for the team to make appropriate decisions,
rewards involve compensating for workers effort in the organization, training of new should be
emphasized to streamline work involved in the organization and lastly, the company should
provide enough resources required by the team for activities facilitation for effective service
delivery.
The joint structure for a team measures the effectiveness of self-management of a team. With the
team, self-supervision enhances the self-reliance and interdependence which results in less
dependent on the overall management. This makes the team responsible for every action
committed by the team. The framework in the team promotes self-discipline that does not
encourage absenteeism by the team members which make them more responsible and effective.
The frames enhance task allocation to individual or subgroup which encourages the involvement
of team members and individual. At the organizational level, the factors that contribute to team
effectiveness are looked at by the organization. The failure of the organization to cater for team
members need may deem the team redundant and ineffective.
The conflicts that may arise from members are solved within the team leaders due to the power
given by the organization management to make the decision to make the team and stronger
organization. Categorizing the group beliefs into norms and efficacy enhances performance and
distinguish work and social beliefs. This works to strengthen the team and deviate from factors
that may break the team. The team is trusted with the resource management and productivity of
the organization. The effectiveness of the organization is determined by the output of the team's
ability to deliver. The team plays the role of the members' accountability. The team ensures that
the leaves of its members are regulated to ensure the performance of the team is effective.
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On the individual level, self-management plays a key role. The individual contributes to team
success. Individual skills and expertise are transferred to the group through training and learning
by team members whereby the skills are transformed to better output. Individual commitment
promotes the performance of the team whereby the success of the team has counted the success
of the organization. These frameworks can be adapted to any governing team to ensure that the
goals of the organization and team goals are achieved. With effective frameworks challenges that
face the organization can be narrowed down to be solved at the group level which makes the
organization more effective and productive. The adoption of these frameworks has been adopted
by many companies due to its effectiveness and solution to achieving organizational goals. It
works as a bridge for organization management and customers (Anekwe & Rahkovsky 2018,
p.108).
The decision for many companies to adapt to self-work group management was as a result of
group effectiveness due to its cost benefits to the organization. In this form of management, the
organization has resulted in less cost in management since the group can perform technical and
managerial roles. The team effectiveness includes enhancing decision making, high productivity,
innovation, flexibility, adaptability to the organization among other benefits. This form of
management has been termed to increase company productivity with high percentage margin,
unlike tradition management. The management has been termed to increase employees’
motivation and created workers and employers’ compatibility.
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List of References
Anekwe, T. & Rahkovsky, I. (2018) ‘Self-Management: A Comprehensive Approach to
Management of Chronic Conditions’, American Journal of Public Health, 108, pp. S430–S436.
Available at: http://search.ebscohost.com/login.aspx?
direct=true&db=s3h&AN=134666834&site=ehost-live (Accessed: 8 April 2019).
Araújo-Soares, V. (2019) ‘Developing behavior change interventions for self-management in
chronic illness: An integrative overview’, European Psychologist. (Adjustment to Chronic
Illness), 24(1), pp. 7–25. doi: 10.1027/1016-9040/a000330.
Chul-Ho B. (2018) ‘Relationships between Self-Leadership, Commitment to Exercise, and
Exercise Adherence among Sport Participants’, Social Behavior & Personality: an international
journal, 46(12), pp. 1983–1995. Available at: http://search.ebscohost.com/login.aspx?
direct=true&db=s3h&AN=133467338&site=ehost-live (Accessed: 8 April 2019).
Hall, E. (2019) ‘Composition and compensation: The moderating effect of individual and team
performance on the relationship between Black team member representation and salary’, Journal
of Applied Psychology. (Teams), 104(3), pp. 448–463. doi: 10.1037/apl0000378.supp
(Supplemental).
Hennekam, S. and Bennett, D. (2016) ‘Self-Management of Work in the Creative Industries in
the Netherlands’, International Journal of Arts Management, 19(1), pp. 31–41. Available at:
http://search.ebscohost.com/login.aspx?direct=true&db=aft&AN=118403584&site=ehost-live
(Accessed: 8 April 2019).
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Houle, J. (2018) ‘Getting better my way: Feasibility study of a self-management support tool for
people with mood and anxiety disorders’, Psychiatric Rehabilitation Journal. doi:
10.1037/prj0000331.
Lei,W. & Pan H. (2018) ‘Are Positive Teams More Proactive in Performing Voice Behavior?
Influence of Core Self-Evaluations on Collective Voice’, Social Behavior & Personality: an
international journal, 46(4), pp. 563–580. Available at: http://search.ebscohost.com/login.aspx?
direct=true&db=s3h&AN=128980268&site=ehost-live (Accessed: 8 April 2019).
Lin, J. (2018) ‘Effects of an online team project-based learning environment with group
awareness and peer evaluation on socially shared regulation of learning and self-regulated
learning’, Behaviour & Information Technology, 37(5), pp. 445–461. doi:
10.1080/0144929X.2018.1451558.
Mathieu, J., Wolfson, M. and Park, S. (2018) ‘The evolution of work team research since
Hawthorne’, American Psychologist. (The Science of Teamwork), 73(4), pp. 308–321. doi:
10.1037/amp0000255.supp (Supplemental).
Omar, Z. (2009) ‘The Influence of Leadership Behaviour on Organisational Citizenship
Behaviour in Self-Managed Work Teams in Malaysia’, South African Journal of Human
Resource Management, 7(1), pp. 196–206. doi: 10.4102/sajhrm.v7i1.209.
Sajatovic, M (2018) ‘A Targeted Self-Management Approach for Reducing Stroke Risk Factors
in African American Men Who Have Had a Stroke or Transient Ischemic Attack’, American
Journal of Health Promotion, 32(2), pp. 282–293. Available at:
http://search.ebscohost.com/login.aspx?direct=true&db=s3h&AN=127589961&site=ehost-live
(Accessed: 8 April 2019).
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