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Self-Governed Teams
This part of the research paper, will cover the definition, strengths and
weaknesses of self-governed teams. The definition and implications of self-governed
teams will be examined first. Then the utilization of self-governed teams, as applied in
the business environment, will be discussed. Lastly, representation of the strengths and
weaknesses of self-governed teams will be explored.
Definition
According to Subramony (2009), self-governed teams are groups of individuals
who come together based on their self-defined goals, objectives, missions, and visions.
They have the authority to make decisions for specific purposes, for themselves and for
other members of the team. Key attributes of self-governed teams are the power the
members have over the design, structure, and rules that govern the operations of the
team. Cooperative societies, small family-owned businesses, performing art groups,
and partners of professional services firms are examples of self-governed teams. It is
necessary to note that some of these examples of self-governed teams have the potential
to transform into self-managed or manager-led teams, if the members and the pseudo-
authority figure within the group do not properly manage the team dynamics.
Furthermore, it should be known that teams that are self-governed in every aspect of
their goals have the potential to promote independence, collaboration, and flexibility.
Utilization
The competency and commitment of members to shared values and purposes
make the allocation and reallocation of resources for assignments a seamless process.
This is because the viability and flexibility in the pursuit of solutions to several
problems. Meanwhile, for a self-governed team to succeed, members must not only be
ready to enhance the alignment of the values-purpose conundrum, but also be wellpoised to create high-level solutions with exceeding values. As much as analysts may
concern themselves with the high potential of these group of people to self-destruct,
one of the main driving forces for the increased acceptance of the work arrangement is
the never-ending quest of those within the team for improvement of skills that are not
just for personal growth, but for the generation of innovative ideas. These ideas are
important to the team’s purposes. Morgeson, DeRue, & Karam (2010) explained that
despite the absence of a clearly defined authority figure to lead and direct the affairs of
a self-governed team, there is a need for it to have a structure that is used to articulate
the purposes that are built on the shared values of the group. They further suggest that
mentoring and training may be valuable tools for management of other types of teams.
This approach through mentoring and training allows members to understand how the
maintenance of democratic principles within the context of the team’s operation
enhance their commitment and the sustainability of the group.
Strengths and Weakness
Self-governed teams are the small group of employees who are planning and
running their daily activities with minimal to none supervision. Having these teams in
your organization is important because of five benefits. First, there is a high level of
accountability among these teams which reduces costs of operations. Therefore, it is an
addition to the business (Zarraga, C., et al 2005). Another strength of these teams is the
that they will always remain focused on the business outcomes. The objectives of the
firm are therefore achieved with ease. Self-governed teams are able to resolve conflicts
internally without involvement of outside parties. This means that any form of conflict
is well managed and addressed before it has time to escalate. Furthermore, the goals of
the team are demand driven and flexible. Such goals give individual teams an upper
hand in achieving them precisely. The overall effect is that it does improve the
performance of the business. These teams also build confidence and trust among the
teams. This is one of the factors that is demanded by several businesses across the globe.
Finally, the level of governance that is experienced within these teams is very high. This
enables any firm to eliminate the high-ranking form of governance.
Although, while there are significant benefits adopting self-governed team
management approach, there are challenges that may hinder the derivation of these
advantages. Wageman, Nunes, Burruss, & Hackman (2008) stated that some of the cons
of this kind of group formation include difficulty in articulating the purposes that would
shape the team’s task, emphasis on how consensus could lead to delay in making
important decisions regarding team activities, and how the constant need for clarity can
cause resistance. However, there are pertinent challenges that Wegeman et al. (2008)
have examined as significant to improving the effectiveness of self-governed teams.
One of such is the struggle of the team to create a properly articulated statement that
guides the directions of their collective actions; a situation that experts contend may be
due to the existence of multiple perspectives on such matters.
Concluding Thoughts on Self-Governed Teams
In conclusion, despite the potential for the challenges from forming the team
through group resistance, it should be noted that there are effective strategies that can
be employed to overcome these oppositions. This is especially true in organizations that
intends to adopt self-governed team management styles. As discussed above, the
primary reason for the occurrence of these issues within the context of this group
dynamics is the development of automatic processes that disrupt the purpose of its
establishment. Leaders can overcome this by mentoring and training prospective
employees on the tenets of this kind of team structure and implement it when
prospective members are well educated on its dynamics. When the team is constituted,
members need to be cognizant of the tasks performed by the team in comparison to
those of individuals. This is to ensure the creation of defined decision-making processes
that enhance effective collaborative and cooperative practices.
References
Morgeson, F. P., DeRue, D. S., & Karam, E. P. (2010). Leadership in teams: A
functional approach to understanding leadership structures and processes.
Journal of Management, 36(1), 5-39.
Zarraga, C., & Bonache, J. (2005). The impact of team atmosphere on knowledge
outcomes in self-managed teams. Organization Studies, 26(5), 661-681.
Subramony, M. (2009). A meta-analytic investigation of the relationship between HRM
bundles and firm performance. Human Resource Management, 48(5), 745-768.
Wageman, R., Nunes, D., Burruss, J., & Hackman, J. (2008). Senior leadership teams:
What it takes to make them great. Boston: Harvard Business School Press.
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